OnePlus Crossing the Chasm in the Smartphone MarketIn Febru.docxvannagoforth
OnePlus: Crossing the Chasm in the Smartphone Market
In February 2016, OnePlus co-founders Pete Lau and Carl Pei were considering how the firm could build on its early success to become a mainstream player in the global smartphone market. During the three years it had been operating, OnePlus had grown rapidly in the U.S., European, and Indian markets. Its beautifully designed and aggressively priced phones had been embraced by technology-savvy customers. The company now needed to broaden its appeal to mainstream customers to grow and scale its business.
Lau and Pei knew that OnePlus faced a difficult task in finding a way to the mainstream customer’s heart—and wallet. Specifically, they needed to address three challenges facing their company: First, how could OnePlus sustain competitive differentiation as its advantage on price and performance narrowed over time? Second, how could OnePlus “cross the chasm”1 that separated its technology-savvy early adopters from more mainstream customers? Third, how could OnePlus transition from its social-media intensive “guerrilla” marketing strategy to a more mainstream marketing strategy, given its limited financial resources? Forming a growth strategy that met these three challenges would be essential for the continued success of OnePlus in the brutally competitive smartphone market.
1 The metaphor of crossing the chasm comes from Geoffrey Moore’s influential book Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (New York: HarperBusiness, 1991). Moore argued that there is a chasm between the early adopters of a technology product (the technology enthusiasts and visionaries) and the early majority (the pragmatists) because these two groups have very different expectations. To grow beyond early adopters, technology companies need to adapt their product and marketing strategy.
O n e P l u s
Company Background
OnePlus, based in Shenzhen, China, was founded in December 2013 by Pete Lau and Carl Pei. Lau had previously worked as vice president at Oppo Mobile, which shared common investors with OnePlus. Even though the smartphone market was crowded, the founders saw an opportunity for a new entrant. They believed most smartphones had flaws, including bloatware, cheap plastic hardware, unattractive designs, and high prices. According to co-founder Carl Pei, “Available devices were just not good enough. People are only focused on adding features, not making good products.”2
From the outset, the company was clear about its intentions: making high-end, user-friendly devices that delivered a better experience at a lower price than any other device in the market. According to Lau, “We wanted to produce a phone that has good build, nice software, and trustworthy quality—a phone that ‘never settles.’”3 At Oppo, Lau had been working on a Blu-ray DVD for the global market but realized it was a niche product. “Smartphones, on the other hand, were a good entry point, especially ...
A detailed report on ONE PLUS (more specifically One Plus 3, and how it was a game changer for them). This report covers from their start till recent developments on One Plus 6, analyzing various aspects of research and development. The report consists of the following sections: Initial Marketing Strategy used, Macro Analysis, Legal Analysis, Economic Analysis, Socia-Cultural Analysis, Technological Analysis, Environmental Analysis, Micro Analysis, Target Market, Distribution Channel, Suppliers, Competitors, Customers, Current Target & Marketing Mix, SWOT analysis and Recommendations.
This issue is about the new seamless platform, native ads, targeting and the programmatic environment.
Bu sayımız yeni seamless platformu, native reklamlar, hedeflemeler ve programmatic ekosistem hakkındadır.
CLA 1
Competitive Analysis
Marketing Management Part 2
Competitive Analysis
Competitive analysis is a technique for identifying competitors and evaluating their strategies to determine the strength and weakness of our brand. In this report, competitive analysis of the iPhone, a product of Apple Company, is presented compared to Samsung.
Samsung-As the Competitor
The Consumer electronics category is expanding day by day. The current leaders of this category are Samsung and Apple that hovers about 11% of the share in the market. Earlier, the market was ruled by Motorola and Nokia, but with the launch of the iPhone in 2007, the market was taken over by Apple . With its large multi-touch user interface, the product rapidly became popular among users. In 2013, the galaxy series was introduced by Samsung that gave high competition to Apple. With the massive advertisement and unique features, Samsung galaxy became the most popular brand in the world.
Objectives
iPhone
· Create groundbreaking products.
· Dictate and innovate technology movement.
· Global expansion
· Digitalization and technological innovation.
· Increase market share and profitability
· Brand recognition and development
Samsung
· Inspire customers via innovative products
· Lead innovation in technology
· Lead the mobile industry
· Inspire communities with products
· Gain profitability and market share.
Strategies
Samsung and Apple use different competitive strategies to dominate the market.
Apple uses the blue Ocean strategy. Apple created new demand in the market by utilizing the blue ocean strategy. Apple dominated the market with its flagship iPhones that blended art and technology . On the contrary, the Red Ocean strategy is used by Samsung. Samsung gained a competitive advantage by venturing into the market with a flood of smartphones developed at low prices within a short time. Apple takes a lot of time in launching a new iPhone as it relies on external suppliers. Samsung took advantage of this weakness and developed components for its Smartphone.
Strengths
Weaknesses
Competitive Analysis
Industry
The mobile phone industry is dominated by Apple and Samsung, accounting for 11% of the market share. iPhone accounted for 29% of the smartphone’s sale and Samsung to 37% of the smartphone sales by 2019. Apple's revenue in the year 2020 was $137.7 billion, with iPhone accounting for 50% of all the sales. Samsung sold 255.7 million units in the year 2020 and generated revenue of KRW 61.5 trillion. Galaxy S series accounts for 50% of all the sales.
Market
Samsung accounted for 21% of the market share, and Apple accounted for 49% of the market share in the US by the year 2020. Samsung has divided its market into segments, including demographic, geographical, psychological, and behavioral characteristics. Samsung penetrates deeply into regions, especially Asia. Most of the Samsung users are adults belonging to both genders. Samsung does not define its pro ...
Running head: APPLE ENVIRONMENTSL SCAN 1
Running head: APPLE’S ENVIRONMENTSL SCAN 4
Title
By
Apple’s Environmental Scan
Economic factors and trends
Apple is one of the fastest growing companies that had blossomed into a well recognizable consumer name for electronic devices globally. Apple operations depend and performance significantly on global and regional economic conditions (Apple Inc., 2016). Their components are manufactured in other countries. Some of these countries include, Korea, Japan and Taiwan, but their products are assembled in China (Wright, A., 2012). Even those Apple is seen as a status symbol of financial stability for the elite and others, there are many others that built their self-esteem off of owning Apple products. Unemployment is a big key factor in the financial dealing with Apple’s products. In 2015, economists are projecting that unemployment rate will fall to a low of about 4.7% by the end of 2016 (Zumbrun, J., 2015). Their predictions were close, as of the end of October of 2016; unemployment rate in the United States was at 4.9% (U.S. Bureau of Labor Statistics, 2016).
Political, Regulatory and legal factors and trends
Earlier this year, Apple wrestled with the U.S. Government over unlocking a suspected terrorist Iphone. The FBI and the U.S. Department of Justice, solicited Apple as the suspect has a code on their phone. Apple’s Iphones enables users to set up a passcode to lock out intruders. If the code is entered incorrectly in excess of ten times, then the phone will automatically delete the data on it. Apple’s fear was that by the government requesting them to unlock this one phone, that this was a privacy violation (Rash, W., 2016). These fears of Apples became the same-shared views among iphone users. Giving the government access would allow them to future access for any reason.
Societal factors and trends
A person’s family, friends and even colleagues can serve as a strong contributor to a person’s choice of mobile phone. Today’s youth are more into electronics. Teenagers have more economic clout than that of their predecessors (Grant, I.J., and Graeme R.S., 2006).
Technological factors and trends
The survival and the competitiveness of Apple Inc. is a result of its ability to innovate new technologies. Since the time of its formation, they have relentlessly developed new technologies. It started at the lowest point, but is now one of the top technology companies. The success of the company is attributable to strong and favorable internal environment, which entails such elements as the organizational structure, culture, mission and vision and also the coordination among different departments within the company (O'Grady, 2009). Apple Inc. has a culture of innovation and invention (O'Grady, 2009).
It is a company that is capable of producing a steady stream of innovative products an ...
Apple’s SWOT AnalysisPoints of Strength· Globally Recognize.docxarmitageclaire49
Apple’s SWOT Analysis
Points of Strength:
· Globally Recognized Brand: Since its establishment, Apple has built an astounding reputation of being one of the most reliable companies providing technological services and solutions. It has one of the largest customer bases to ever exist, making it the first company ever with a stock price of one trillion dollar.
· Demanded Brand: Apple is a highly demanded brand all over the globe, it is the number one choice in America for smart phones, accessories and corporate office supplies. It has a technology that is suitable for every age and domain.
· Focus on Research & Development: Apple as a company puts a lot of its efforts and money into product design, manufacturing, quality, and marketing. A lot of studies and researches are conducted before product release that are based on customer needs and demands.
· Innovation: Apple changed the way people interact and communicate back in June 2007 when they introduced the IPhone, and that trend continued on when they introduced the IPad in April 2010. Apple shed a new light on the way people use their smartphones and tablets. Nowadays these products are an essential part of work and everyday life.
Points of Weakness:
· High Prices: Apple products are generally considered in the market as a luxurious items due to their premium prices. These products are more oriented towards middle to high income customers than low income.
· Incompatibility: Apple is considered a unique product when it comes to software and cross platforming. Items purchased from Apple whether they are computers, phones, tablets, or accessories will only function on a particular software produced by the company which leaves small space for sharing and cross platform.
· Competitive Market & Penetration: Although Apple has a solid place in market, it does not lower the chances of growth of competitive brands such as Sony, Samsung, Google, and Microsoft. In 2018 a research was conducted stating that while IOS software (Software used by Apple) is dominant nationally, 72.23 of the global market uses Android (Software produced by Google).
· Underwhelming Marketing & Promoting Efforts: Due to its solid reputation in market place, Apple has a bad reputation for promoting or marketing their products. They have poor marketing strategies the barely promotes the products and depend solely on their name to attract customers towards their products.
Opportunities:
· Focus on Services: While the main source of profit is from smartphones and tablets, Apple gets a decent amount of revenue from the services that they offer. Apple gains revenue from selling products like IPhone or IPad to every customer once every year, while they can gain profit from their services on a daily basis. These services include Apple Pay, Apple Care, Apple Music…etc. It is estimated that if Apple can put these services into good use, the company can gain up to 10 million dollar in a quarter of a year.
· Partner.
OnePlus Crossing the Chasm in the Smartphone MarketIn Febru.docxvannagoforth
OnePlus: Crossing the Chasm in the Smartphone Market
In February 2016, OnePlus co-founders Pete Lau and Carl Pei were considering how the firm could build on its early success to become a mainstream player in the global smartphone market. During the three years it had been operating, OnePlus had grown rapidly in the U.S., European, and Indian markets. Its beautifully designed and aggressively priced phones had been embraced by technology-savvy customers. The company now needed to broaden its appeal to mainstream customers to grow and scale its business.
Lau and Pei knew that OnePlus faced a difficult task in finding a way to the mainstream customer’s heart—and wallet. Specifically, they needed to address three challenges facing their company: First, how could OnePlus sustain competitive differentiation as its advantage on price and performance narrowed over time? Second, how could OnePlus “cross the chasm”1 that separated its technology-savvy early adopters from more mainstream customers? Third, how could OnePlus transition from its social-media intensive “guerrilla” marketing strategy to a more mainstream marketing strategy, given its limited financial resources? Forming a growth strategy that met these three challenges would be essential for the continued success of OnePlus in the brutally competitive smartphone market.
1 The metaphor of crossing the chasm comes from Geoffrey Moore’s influential book Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (New York: HarperBusiness, 1991). Moore argued that there is a chasm between the early adopters of a technology product (the technology enthusiasts and visionaries) and the early majority (the pragmatists) because these two groups have very different expectations. To grow beyond early adopters, technology companies need to adapt their product and marketing strategy.
O n e P l u s
Company Background
OnePlus, based in Shenzhen, China, was founded in December 2013 by Pete Lau and Carl Pei. Lau had previously worked as vice president at Oppo Mobile, which shared common investors with OnePlus. Even though the smartphone market was crowded, the founders saw an opportunity for a new entrant. They believed most smartphones had flaws, including bloatware, cheap plastic hardware, unattractive designs, and high prices. According to co-founder Carl Pei, “Available devices were just not good enough. People are only focused on adding features, not making good products.”2
From the outset, the company was clear about its intentions: making high-end, user-friendly devices that delivered a better experience at a lower price than any other device in the market. According to Lau, “We wanted to produce a phone that has good build, nice software, and trustworthy quality—a phone that ‘never settles.’”3 At Oppo, Lau had been working on a Blu-ray DVD for the global market but realized it was a niche product. “Smartphones, on the other hand, were a good entry point, especially ...
A detailed report on ONE PLUS (more specifically One Plus 3, and how it was a game changer for them). This report covers from their start till recent developments on One Plus 6, analyzing various aspects of research and development. The report consists of the following sections: Initial Marketing Strategy used, Macro Analysis, Legal Analysis, Economic Analysis, Socia-Cultural Analysis, Technological Analysis, Environmental Analysis, Micro Analysis, Target Market, Distribution Channel, Suppliers, Competitors, Customers, Current Target & Marketing Mix, SWOT analysis and Recommendations.
This issue is about the new seamless platform, native ads, targeting and the programmatic environment.
Bu sayımız yeni seamless platformu, native reklamlar, hedeflemeler ve programmatic ekosistem hakkındadır.
CLA 1
Competitive Analysis
Marketing Management Part 2
Competitive Analysis
Competitive analysis is a technique for identifying competitors and evaluating their strategies to determine the strength and weakness of our brand. In this report, competitive analysis of the iPhone, a product of Apple Company, is presented compared to Samsung.
Samsung-As the Competitor
The Consumer electronics category is expanding day by day. The current leaders of this category are Samsung and Apple that hovers about 11% of the share in the market. Earlier, the market was ruled by Motorola and Nokia, but with the launch of the iPhone in 2007, the market was taken over by Apple . With its large multi-touch user interface, the product rapidly became popular among users. In 2013, the galaxy series was introduced by Samsung that gave high competition to Apple. With the massive advertisement and unique features, Samsung galaxy became the most popular brand in the world.
Objectives
iPhone
· Create groundbreaking products.
· Dictate and innovate technology movement.
· Global expansion
· Digitalization and technological innovation.
· Increase market share and profitability
· Brand recognition and development
Samsung
· Inspire customers via innovative products
· Lead innovation in technology
· Lead the mobile industry
· Inspire communities with products
· Gain profitability and market share.
Strategies
Samsung and Apple use different competitive strategies to dominate the market.
Apple uses the blue Ocean strategy. Apple created new demand in the market by utilizing the blue ocean strategy. Apple dominated the market with its flagship iPhones that blended art and technology . On the contrary, the Red Ocean strategy is used by Samsung. Samsung gained a competitive advantage by venturing into the market with a flood of smartphones developed at low prices within a short time. Apple takes a lot of time in launching a new iPhone as it relies on external suppliers. Samsung took advantage of this weakness and developed components for its Smartphone.
Strengths
Weaknesses
Competitive Analysis
Industry
The mobile phone industry is dominated by Apple and Samsung, accounting for 11% of the market share. iPhone accounted for 29% of the smartphone’s sale and Samsung to 37% of the smartphone sales by 2019. Apple's revenue in the year 2020 was $137.7 billion, with iPhone accounting for 50% of all the sales. Samsung sold 255.7 million units in the year 2020 and generated revenue of KRW 61.5 trillion. Galaxy S series accounts for 50% of all the sales.
Market
Samsung accounted for 21% of the market share, and Apple accounted for 49% of the market share in the US by the year 2020. Samsung has divided its market into segments, including demographic, geographical, psychological, and behavioral characteristics. Samsung penetrates deeply into regions, especially Asia. Most of the Samsung users are adults belonging to both genders. Samsung does not define its pro ...
Running head: APPLE ENVIRONMENTSL SCAN 1
Running head: APPLE’S ENVIRONMENTSL SCAN 4
Title
By
Apple’s Environmental Scan
Economic factors and trends
Apple is one of the fastest growing companies that had blossomed into a well recognizable consumer name for electronic devices globally. Apple operations depend and performance significantly on global and regional economic conditions (Apple Inc., 2016). Their components are manufactured in other countries. Some of these countries include, Korea, Japan and Taiwan, but their products are assembled in China (Wright, A., 2012). Even those Apple is seen as a status symbol of financial stability for the elite and others, there are many others that built their self-esteem off of owning Apple products. Unemployment is a big key factor in the financial dealing with Apple’s products. In 2015, economists are projecting that unemployment rate will fall to a low of about 4.7% by the end of 2016 (Zumbrun, J., 2015). Their predictions were close, as of the end of October of 2016; unemployment rate in the United States was at 4.9% (U.S. Bureau of Labor Statistics, 2016).
Political, Regulatory and legal factors and trends
Earlier this year, Apple wrestled with the U.S. Government over unlocking a suspected terrorist Iphone. The FBI and the U.S. Department of Justice, solicited Apple as the suspect has a code on their phone. Apple’s Iphones enables users to set up a passcode to lock out intruders. If the code is entered incorrectly in excess of ten times, then the phone will automatically delete the data on it. Apple’s fear was that by the government requesting them to unlock this one phone, that this was a privacy violation (Rash, W., 2016). These fears of Apples became the same-shared views among iphone users. Giving the government access would allow them to future access for any reason.
Societal factors and trends
A person’s family, friends and even colleagues can serve as a strong contributor to a person’s choice of mobile phone. Today’s youth are more into electronics. Teenagers have more economic clout than that of their predecessors (Grant, I.J., and Graeme R.S., 2006).
Technological factors and trends
The survival and the competitiveness of Apple Inc. is a result of its ability to innovate new technologies. Since the time of its formation, they have relentlessly developed new technologies. It started at the lowest point, but is now one of the top technology companies. The success of the company is attributable to strong and favorable internal environment, which entails such elements as the organizational structure, culture, mission and vision and also the coordination among different departments within the company (O'Grady, 2009). Apple Inc. has a culture of innovation and invention (O'Grady, 2009).
It is a company that is capable of producing a steady stream of innovative products an ...
Apple’s SWOT AnalysisPoints of Strength· Globally Recognize.docxarmitageclaire49
Apple’s SWOT Analysis
Points of Strength:
· Globally Recognized Brand: Since its establishment, Apple has built an astounding reputation of being one of the most reliable companies providing technological services and solutions. It has one of the largest customer bases to ever exist, making it the first company ever with a stock price of one trillion dollar.
· Demanded Brand: Apple is a highly demanded brand all over the globe, it is the number one choice in America for smart phones, accessories and corporate office supplies. It has a technology that is suitable for every age and domain.
· Focus on Research & Development: Apple as a company puts a lot of its efforts and money into product design, manufacturing, quality, and marketing. A lot of studies and researches are conducted before product release that are based on customer needs and demands.
· Innovation: Apple changed the way people interact and communicate back in June 2007 when they introduced the IPhone, and that trend continued on when they introduced the IPad in April 2010. Apple shed a new light on the way people use their smartphones and tablets. Nowadays these products are an essential part of work and everyday life.
Points of Weakness:
· High Prices: Apple products are generally considered in the market as a luxurious items due to their premium prices. These products are more oriented towards middle to high income customers than low income.
· Incompatibility: Apple is considered a unique product when it comes to software and cross platforming. Items purchased from Apple whether they are computers, phones, tablets, or accessories will only function on a particular software produced by the company which leaves small space for sharing and cross platform.
· Competitive Market & Penetration: Although Apple has a solid place in market, it does not lower the chances of growth of competitive brands such as Sony, Samsung, Google, and Microsoft. In 2018 a research was conducted stating that while IOS software (Software used by Apple) is dominant nationally, 72.23 of the global market uses Android (Software produced by Google).
· Underwhelming Marketing & Promoting Efforts: Due to its solid reputation in market place, Apple has a bad reputation for promoting or marketing their products. They have poor marketing strategies the barely promotes the products and depend solely on their name to attract customers towards their products.
Opportunities:
· Focus on Services: While the main source of profit is from smartphones and tablets, Apple gets a decent amount of revenue from the services that they offer. Apple gains revenue from selling products like IPhone or IPad to every customer once every year, while they can gain profit from their services on a daily basis. These services include Apple Pay, Apple Care, Apple Music…etc. It is estimated that if Apple can put these services into good use, the company can gain up to 10 million dollar in a quarter of a year.
· Partner.
22 years: the average age of Google, Apple, Facebook and Amazon. 22 years of growth frenzy, combined with the upheaval brought about by the Internet to our businesses, our lives and our civilization.
With over 300 billion euros in cumulative revenue, a productivity rate three times the average, and a customer base covering nearly 50% of the connected population, GAFA have become, in less than twenty years, the four superpowers of the new economy. "Search engine","e-commerce", "smartphone","social network" are the common nouns they have added to the of the 21st century dictionary.
But beyond this disruption in our daily habits, GAFA have fundamentally changed the established rules of business strategy: they ignore classic concepts of market, competition, positioning or plain goods. Instead, they have achieved a Copernican revolution that truly places the customer at the center of their strategy.
With our study you will:
- identify the key success factors of these fantastic four,
- understand how to conduct your business strategy in the era of GAFA,
- develop a dashboard to measure and to start thinking about your business the GAFA way, by simply starting from your customers.
“GAFAnomics” will help you see your industry through GAFA's eyes: understand their vision of the world and align this analysis with your strategic actions - at a digital pace.
The "GAFA Framework"
To achieve this, we completed our analysis with a framework, a simplified reading grid of their business models and value creation levers. We are convinced that the best key to your digital transformation is understanding and applying this “GAFA framework".
This framework can be replicated in any industry: in the customer value creation field, every business can compare itself to GAFA. Our framework shows the necessity to organize and grow around the unwavering ambition to make a positive change to the customer’s daily life.
Promotion and the Product Life Cycle
Apple has established a useful technique for marketing and implementing its product life cycle for its mobile merchandise. I have developed a substitute product strategy for the induction of the anticipated new service — the standard product of new product introduction, development, maturity, and stages of decline. Currently, Apple presents its new merchandise at an occasion and grants all the information about the prices along with release dates in the event. Besides, the products are typically accessible for presale shortly afterward. The partners commence marketing after the Apple event.
Product Strategy
Apple has created a brand, which is a leader in the technology industry, and it is effectual to develop when it is at the forefront of the competition. Additionally, this is the reason the organization ought to remain inventive. There is not much marketing about the Apple event happening, and people usually receive little to no information warning before any announcement being made. The new strategy will market and promote the is a new product and provide information on the dates of the event earlier. There will be printed physical materials for positioning in storerooms and streets with simple messaging about the event. Also, there will use social media to promote the event as well as products with similar messaging.
The emphasis will be to form expectancy about the release of the new product. A press conference is held with a formal statement and an e-mail flashes with details about the newly released product. Also, Facebook Live will be utilized to stream the statement, and other sites of social media will also be used to program the specifics. Live-tweeting will occur during the event on Instagram and Twitter, which can be found on the official page of Apple, which will have all the details of the product.
After the introduction of the new product, the development stage of the product strategy starts; This is the main stage for creating a position of a product in the market, enhancing the profit margins, and increasing sales (Growth, 2018). The organization will take on this stage by getting feedback from early clients and airing that feedback across e-mail blasts and social media, and This will produce promotion material for in-store demonstrations; That will comprise of flyers, display cutouts, and posters to hand out to prospective customers. Also, the organization will run a different pricing event in this period. The early adopters are prepared to recompense a premium fee for having the product earlier than expected; Apple will be able to get extra users by providing lower prices after the growth stage has reached. This will similarly assist in combating an augmented competition, which indeed transpires when new product unveilings.
There are no propositions on how Apple administers the maturity stage of the lifecycle of the product. Nevertheless, in the declining stage, I am suggesting ...
Evaluation and analysis of Samsung and Apple Inc.Introduct.docxSANSKAR20
Evaluation and analysis of Samsung and Apple Inc.
Introduction
The two companies are the largest manufacturers of the smartphones in the entire globe.
Account for more than half of the smartphones sold in the industry
Their main competitors are the traditional cell phones industry that were designed to provide services like receiving and making calls.
There is need for superior phones with high computing capacity due to the modern technology.
Background information
Samsung and apple Inc. have two different organizational backgrounds and hierarchy of management.
The Samsung company is highly embedded on the conservative and bureaucratic organization with a central culture and control systems.
The apple Inc. is more of decentralized culture and structure of the company as oppose to the counterpart.
One is based in U.S.A while the other belongs to the north Korea.
History of Samsung and apple Inc.
Samsung was founded in the year 1938 as a trading organization. Then diversified into food processing security, retail and insurance after three years of operation.
It was then separated into Samsung group that has since globalized its businesses and electronics in mobile phones and semi conductors.
Apple on the other hand was founded in the year 1976 to develop and sell the personal computers.
It shifted focus into consumer electronics in 9th January 2007.
competition and comparative issues
Increased demand for phones to serve similar purpose as the computer.
They face competition from companies like Motorola and Nokia that were dominating the market.
Apple conquered the market in the year 2007 by launching the iPhone smartphone.
Samsung also took the market with a surprise through the introduction of the galaxy product line.
factors for the success of the companies
The two organizations are stiff competitors in the smartphone industry.
They are innovative companies recording high financial outperformance in the market over the years
The organizational culture of both the companies promote both the morale and the diversity in their teams.
The enhancement of the technology based smartphones with high level of digital.
They are the most creative producers of cell phones in the world which is an element of product leadership.
The two companies have invested sufficient efforts in the development of value through the enhancement of the ordinary assets.
There is adequate level of assets that is essential in the appropriation of value.
Identification of the significance of brand recognition.
the Samsung balanced score card
the vision of the company is to develop innovative technologies and have efficient market creation process and enrich people’s lives.
Net sales volume increased from 158.9 billion in 2007 to 220.1 billion in 2011.
Growth in total assets is between 280.8 billion in 2007 and 343.7 billion in 2011
Liabilities was at 80.8 billion in 2007 and 141.1 billion in 2011.
Net income improved from the 12.9 in the year 200 ...
Analysis of Apple iPhone's Indian market entryAbraham Cherian
A paper examining possible strategies for Apple iPhone's market entry into India. Though written in April 2017, most factors considered here are still relevant and Apple appears to be following the path described. This paper was written by Abraham Cherian, NItesh Gupta, Fannie K Weaver, and Elisa Wilkins.
marketing strategy
smartphone case study
• Introduction
• Smartphones industry in last few years
• Major players and their strategies
• Differences between Apple & Samsung marketing strategy
• More success company
• Particular naming strategy used by company in this industry
• Key success factor in current industry
• Similarities between Marketplace simulation & Mobile phone industry
• Lesson drawn from mobile phone industry which could be used in Marketplace simulation
Running Head STRATEGIC MANAGEMENT PLAN1STRATEGIC MANAGEMENT.docxtodd521
Running Head: STRATEGIC MANAGEMENT PLAN 1
STRATEGIC MANAGEMENT PLAN 2
STRATEGIC MANAGEMENT PLAN
Professor’s Name
Student’s Name
Course Title
Date
Internal Portion
Apple in an American corporation which designs manufactures and sells personal computers, media devices and mobile communication. The organization has various internal factors which informs the decisions of the management in developing the company. The company has a strong brand image. It has one the strongest and the most valuable brands in the globe. This helps it to introduce new products in the market by virtue of its strong brand. However the company has limited distribution networks. This is attributed to its policy of exclusivity. For instance the organization selects sellers of its products. This limits their market reach despite their having a strong brand (Blenko et al., 2016).
The organization has an opportunity to develop new products. Their current products have been well received in the market. However, innovating further, the organization can achieve more success in the market just as it has happened with the Apple watch. Development of new product can significantly support business growth not only in the local market but also in the international market (Castro, 2016). One internal threat that affects the organization is employee turnover. Some employees feel that they are not given an opportunity to develop their careers through training. Some other employees could leave the organizations after being motivated by a higher pay. Employees will likely consider leaving your organization if they are offered a better pay no matter how much they love their work.
External Portion
The company enjoys stable political environment in developed countries. Developing countries have developed free trade policies which helps the apple company to distribute more products to different geographies in the world. Few political issues affect their business therefore giving the company an opportunity to grow. The company has a weakness of overdependence of high end market. This process only attracts customers from the high income bracket and prevents low income customers from purchasing their products (Chen & Ann, 2016). The low income customers represent the largest global market while high income earners represent the minority and this affects the organization in a big way. This weakens the distribution of their products in the market.
Technological factors such as growing app market, technological integration and cloud computing trends present the company many opportunities. Cloud computing is gaining significant popularity among many organization and individuals. The company can offer cloud friendly apps and devices to exploit this opportunity. Technological integration is becoming a popular trend and Apple can use this opportunity to provide products which can easily connect to each other. The company is facing the threat of tough competition in the industry. Their co.
THE POTENTIAL OF DEVELOPING IRAQ SMARTPHONE MARKET AS AN EMERGING AND LUCRAT...ghayth ali
Smartphones importance increased day after day, in hence the market of this sector
developed and becomes more powerful and lucrative. Smartphones considered as a digital oil as
a description how smartphones market is powerful. Millions of devices produced by competitors
with a wide range of options to face the high demand and satisfy the different needs .this paper
aimed to explore the global market of smartphones and Iraq smartphones market in particular to
make benchmarking to discover the gap.
Report on smartphone industry and their effects on indian marketAkshRay9001
Mobile Phone market : How Chinese mobile phones took over the Indian market: Local smartphone industry witnesses a boom with Make in India: India’s Mobile Market Rises to the 2nd Largest In The World: Effects of the Growth of India’s Mobile Market
A comparative study between Apple and SamsungVivek Shah
The Apple brand and logo are currently more recognized around the Western world, and in London and New York, you cannot walk down the street without seeing a sea of white headphones and people playing with their iPhones. The Brand Finance Global 500 2013 puts Apple and Samsung right at the very top of the best brands in the world, ahead of Coca-Cola and Google.
Samsung smartphones are broadly comparable, feature-for-feature, with competitors like HTC, Sony, LG and now Nokia, so why has it become so dominant? A big part of the answer lies in its sheer marketing muscle – Samsung spends a bigger chunk of its annual revenue on advertising and promotion than any other of the world's top-20 companies by sales – 5.4%, according to Thomson Reuters data. Apple spends just 0.6%, and General Motors 3.5%.
Adverts mocking Apple fans, and heavy investment in product placement and in distribution channels have strengthened its Galaxy mobile brand. Samsung now sells one in every three smartphones and has more than double Apple’s market share.
Moon Ji-hun, head of brand consultant Interbrand's Korean operation, adds: “When your brand doesn't have a clear identity, as is the case with Samsung, to keep spending is probably the best strategy. But maintaining marketing spend at that level in the longer term wouldn't bring much more benefit. No one can beat Samsung in terms of ad presence, and I doubt whether keeping investing at this level is effective.”
Apple may sit in top position now, but has lost its mojo over the last couple of years through lackluster product releases and perceived lack of innovation. Samsung is catching up and is already no. 2. The Samsung brand can be improved and it isn’t loved by some like Apple, but I am impressed with the leadership team for seizing the opportunity to leapfrog all its other competitors, through investment and execution with conviction.
Market Study and Industry Analysis of Xiaomi Incorporation in India - Marketi...Karan Kapoor
Marketing Project: Market Analysis for Company, Xiaomi India / Xiaomi Inc., implying marketing management concepts.
Date: November, 2016.
Description: Marketing Project conducted on a progressing Chinese Internet Company, Xiaomi Incorporation / Xiaomi Technologies, known for its Smartphones, and IoT gadgets. The project covers, Industry and Company overview (2016) and study conducted using marketing concepts like, PEST Analysis, SWOT Analysis, Marketing Objectives, Marketing Mix, Product Life Cycle and etc. (considering Indian and Global market conditions).
Please feel free to Clip, Like and Share.
Connect with me on LinkedIn: https://www.linkedin.com/in/ikarankapoor/
Thank You.
Best,
Karan Kapoor.
1. Discuss the organization and the family role in every one of the.docxcroysierkathey
1. Discuss the organization and the family role in every one of the heritages mentioned about and how they affect (positively or negatively) the delivery of health care.
2. Identify sociocultural variables within the Irish, Italian and Puerto Rican heritage and mention some examples.
References must be no older than 5 years. A minimum of 700 words is required.
.
1. Compare and contrast DEmilios Capitalism and Gay Identity .docxcroysierkathey
1. Compare and contrast D'Emilio's
Capitalism and Gay Identity
with the
From Mary to Modern Woman
reading. What patterns do you see that are similar to the modern American society? What can be said about global notions of gender in the modern age? Feel free to invoke Foucault.
2. How is the writer's experience important in the story being told in
Middlesex
? Describe your reaction to the reading and invoke some of the concepts discussed in the
Queer Theory
reading to try to make sense of sexuality when it does not match your own conventions. Compare both readings, but go deeper to explore your own stereotypes and socialization.
**PLEASE READ THE READINGS IN ODER TO DO THIS ASSIGNMENT.
.
22 years: the average age of Google, Apple, Facebook and Amazon. 22 years of growth frenzy, combined with the upheaval brought about by the Internet to our businesses, our lives and our civilization.
With over 300 billion euros in cumulative revenue, a productivity rate three times the average, and a customer base covering nearly 50% of the connected population, GAFA have become, in less than twenty years, the four superpowers of the new economy. "Search engine","e-commerce", "smartphone","social network" are the common nouns they have added to the of the 21st century dictionary.
But beyond this disruption in our daily habits, GAFA have fundamentally changed the established rules of business strategy: they ignore classic concepts of market, competition, positioning or plain goods. Instead, they have achieved a Copernican revolution that truly places the customer at the center of their strategy.
With our study you will:
- identify the key success factors of these fantastic four,
- understand how to conduct your business strategy in the era of GAFA,
- develop a dashboard to measure and to start thinking about your business the GAFA way, by simply starting from your customers.
“GAFAnomics” will help you see your industry through GAFA's eyes: understand their vision of the world and align this analysis with your strategic actions - at a digital pace.
The "GAFA Framework"
To achieve this, we completed our analysis with a framework, a simplified reading grid of their business models and value creation levers. We are convinced that the best key to your digital transformation is understanding and applying this “GAFA framework".
This framework can be replicated in any industry: in the customer value creation field, every business can compare itself to GAFA. Our framework shows the necessity to organize and grow around the unwavering ambition to make a positive change to the customer’s daily life.
Promotion and the Product Life Cycle
Apple has established a useful technique for marketing and implementing its product life cycle for its mobile merchandise. I have developed a substitute product strategy for the induction of the anticipated new service — the standard product of new product introduction, development, maturity, and stages of decline. Currently, Apple presents its new merchandise at an occasion and grants all the information about the prices along with release dates in the event. Besides, the products are typically accessible for presale shortly afterward. The partners commence marketing after the Apple event.
Product Strategy
Apple has created a brand, which is a leader in the technology industry, and it is effectual to develop when it is at the forefront of the competition. Additionally, this is the reason the organization ought to remain inventive. There is not much marketing about the Apple event happening, and people usually receive little to no information warning before any announcement being made. The new strategy will market and promote the is a new product and provide information on the dates of the event earlier. There will be printed physical materials for positioning in storerooms and streets with simple messaging about the event. Also, there will use social media to promote the event as well as products with similar messaging.
The emphasis will be to form expectancy about the release of the new product. A press conference is held with a formal statement and an e-mail flashes with details about the newly released product. Also, Facebook Live will be utilized to stream the statement, and other sites of social media will also be used to program the specifics. Live-tweeting will occur during the event on Instagram and Twitter, which can be found on the official page of Apple, which will have all the details of the product.
After the introduction of the new product, the development stage of the product strategy starts; This is the main stage for creating a position of a product in the market, enhancing the profit margins, and increasing sales (Growth, 2018). The organization will take on this stage by getting feedback from early clients and airing that feedback across e-mail blasts and social media, and This will produce promotion material for in-store demonstrations; That will comprise of flyers, display cutouts, and posters to hand out to prospective customers. Also, the organization will run a different pricing event in this period. The early adopters are prepared to recompense a premium fee for having the product earlier than expected; Apple will be able to get extra users by providing lower prices after the growth stage has reached. This will similarly assist in combating an augmented competition, which indeed transpires when new product unveilings.
There are no propositions on how Apple administers the maturity stage of the lifecycle of the product. Nevertheless, in the declining stage, I am suggesting ...
Evaluation and analysis of Samsung and Apple Inc.Introduct.docxSANSKAR20
Evaluation and analysis of Samsung and Apple Inc.
Introduction
The two companies are the largest manufacturers of the smartphones in the entire globe.
Account for more than half of the smartphones sold in the industry
Their main competitors are the traditional cell phones industry that were designed to provide services like receiving and making calls.
There is need for superior phones with high computing capacity due to the modern technology.
Background information
Samsung and apple Inc. have two different organizational backgrounds and hierarchy of management.
The Samsung company is highly embedded on the conservative and bureaucratic organization with a central culture and control systems.
The apple Inc. is more of decentralized culture and structure of the company as oppose to the counterpart.
One is based in U.S.A while the other belongs to the north Korea.
History of Samsung and apple Inc.
Samsung was founded in the year 1938 as a trading organization. Then diversified into food processing security, retail and insurance after three years of operation.
It was then separated into Samsung group that has since globalized its businesses and electronics in mobile phones and semi conductors.
Apple on the other hand was founded in the year 1976 to develop and sell the personal computers.
It shifted focus into consumer electronics in 9th January 2007.
competition and comparative issues
Increased demand for phones to serve similar purpose as the computer.
They face competition from companies like Motorola and Nokia that were dominating the market.
Apple conquered the market in the year 2007 by launching the iPhone smartphone.
Samsung also took the market with a surprise through the introduction of the galaxy product line.
factors for the success of the companies
The two organizations are stiff competitors in the smartphone industry.
They are innovative companies recording high financial outperformance in the market over the years
The organizational culture of both the companies promote both the morale and the diversity in their teams.
The enhancement of the technology based smartphones with high level of digital.
They are the most creative producers of cell phones in the world which is an element of product leadership.
The two companies have invested sufficient efforts in the development of value through the enhancement of the ordinary assets.
There is adequate level of assets that is essential in the appropriation of value.
Identification of the significance of brand recognition.
the Samsung balanced score card
the vision of the company is to develop innovative technologies and have efficient market creation process and enrich people’s lives.
Net sales volume increased from 158.9 billion in 2007 to 220.1 billion in 2011.
Growth in total assets is between 280.8 billion in 2007 and 343.7 billion in 2011
Liabilities was at 80.8 billion in 2007 and 141.1 billion in 2011.
Net income improved from the 12.9 in the year 200 ...
Analysis of Apple iPhone's Indian market entryAbraham Cherian
A paper examining possible strategies for Apple iPhone's market entry into India. Though written in April 2017, most factors considered here are still relevant and Apple appears to be following the path described. This paper was written by Abraham Cherian, NItesh Gupta, Fannie K Weaver, and Elisa Wilkins.
marketing strategy
smartphone case study
• Introduction
• Smartphones industry in last few years
• Major players and their strategies
• Differences between Apple & Samsung marketing strategy
• More success company
• Particular naming strategy used by company in this industry
• Key success factor in current industry
• Similarities between Marketplace simulation & Mobile phone industry
• Lesson drawn from mobile phone industry which could be used in Marketplace simulation
Running Head STRATEGIC MANAGEMENT PLAN1STRATEGIC MANAGEMENT.docxtodd521
Running Head: STRATEGIC MANAGEMENT PLAN 1
STRATEGIC MANAGEMENT PLAN 2
STRATEGIC MANAGEMENT PLAN
Professor’s Name
Student’s Name
Course Title
Date
Internal Portion
Apple in an American corporation which designs manufactures and sells personal computers, media devices and mobile communication. The organization has various internal factors which informs the decisions of the management in developing the company. The company has a strong brand image. It has one the strongest and the most valuable brands in the globe. This helps it to introduce new products in the market by virtue of its strong brand. However the company has limited distribution networks. This is attributed to its policy of exclusivity. For instance the organization selects sellers of its products. This limits their market reach despite their having a strong brand (Blenko et al., 2016).
The organization has an opportunity to develop new products. Their current products have been well received in the market. However, innovating further, the organization can achieve more success in the market just as it has happened with the Apple watch. Development of new product can significantly support business growth not only in the local market but also in the international market (Castro, 2016). One internal threat that affects the organization is employee turnover. Some employees feel that they are not given an opportunity to develop their careers through training. Some other employees could leave the organizations after being motivated by a higher pay. Employees will likely consider leaving your organization if they are offered a better pay no matter how much they love their work.
External Portion
The company enjoys stable political environment in developed countries. Developing countries have developed free trade policies which helps the apple company to distribute more products to different geographies in the world. Few political issues affect their business therefore giving the company an opportunity to grow. The company has a weakness of overdependence of high end market. This process only attracts customers from the high income bracket and prevents low income customers from purchasing their products (Chen & Ann, 2016). The low income customers represent the largest global market while high income earners represent the minority and this affects the organization in a big way. This weakens the distribution of their products in the market.
Technological factors such as growing app market, technological integration and cloud computing trends present the company many opportunities. Cloud computing is gaining significant popularity among many organization and individuals. The company can offer cloud friendly apps and devices to exploit this opportunity. Technological integration is becoming a popular trend and Apple can use this opportunity to provide products which can easily connect to each other. The company is facing the threat of tough competition in the industry. Their co.
THE POTENTIAL OF DEVELOPING IRAQ SMARTPHONE MARKET AS AN EMERGING AND LUCRAT...ghayth ali
Smartphones importance increased day after day, in hence the market of this sector
developed and becomes more powerful and lucrative. Smartphones considered as a digital oil as
a description how smartphones market is powerful. Millions of devices produced by competitors
with a wide range of options to face the high demand and satisfy the different needs .this paper
aimed to explore the global market of smartphones and Iraq smartphones market in particular to
make benchmarking to discover the gap.
Report on smartphone industry and their effects on indian marketAkshRay9001
Mobile Phone market : How Chinese mobile phones took over the Indian market: Local smartphone industry witnesses a boom with Make in India: India’s Mobile Market Rises to the 2nd Largest In The World: Effects of the Growth of India’s Mobile Market
A comparative study between Apple and SamsungVivek Shah
The Apple brand and logo are currently more recognized around the Western world, and in London and New York, you cannot walk down the street without seeing a sea of white headphones and people playing with their iPhones. The Brand Finance Global 500 2013 puts Apple and Samsung right at the very top of the best brands in the world, ahead of Coca-Cola and Google.
Samsung smartphones are broadly comparable, feature-for-feature, with competitors like HTC, Sony, LG and now Nokia, so why has it become so dominant? A big part of the answer lies in its sheer marketing muscle – Samsung spends a bigger chunk of its annual revenue on advertising and promotion than any other of the world's top-20 companies by sales – 5.4%, according to Thomson Reuters data. Apple spends just 0.6%, and General Motors 3.5%.
Adverts mocking Apple fans, and heavy investment in product placement and in distribution channels have strengthened its Galaxy mobile brand. Samsung now sells one in every three smartphones and has more than double Apple’s market share.
Moon Ji-hun, head of brand consultant Interbrand's Korean operation, adds: “When your brand doesn't have a clear identity, as is the case with Samsung, to keep spending is probably the best strategy. But maintaining marketing spend at that level in the longer term wouldn't bring much more benefit. No one can beat Samsung in terms of ad presence, and I doubt whether keeping investing at this level is effective.”
Apple may sit in top position now, but has lost its mojo over the last couple of years through lackluster product releases and perceived lack of innovation. Samsung is catching up and is already no. 2. The Samsung brand can be improved and it isn’t loved by some like Apple, but I am impressed with the leadership team for seizing the opportunity to leapfrog all its other competitors, through investment and execution with conviction.
Market Study and Industry Analysis of Xiaomi Incorporation in India - Marketi...Karan Kapoor
Marketing Project: Market Analysis for Company, Xiaomi India / Xiaomi Inc., implying marketing management concepts.
Date: November, 2016.
Description: Marketing Project conducted on a progressing Chinese Internet Company, Xiaomi Incorporation / Xiaomi Technologies, known for its Smartphones, and IoT gadgets. The project covers, Industry and Company overview (2016) and study conducted using marketing concepts like, PEST Analysis, SWOT Analysis, Marketing Objectives, Marketing Mix, Product Life Cycle and etc. (considering Indian and Global market conditions).
Please feel free to Clip, Like and Share.
Connect with me on LinkedIn: https://www.linkedin.com/in/ikarankapoor/
Thank You.
Best,
Karan Kapoor.
1. Discuss the organization and the family role in every one of the.docxcroysierkathey
1. Discuss the organization and the family role in every one of the heritages mentioned about and how they affect (positively or negatively) the delivery of health care.
2. Identify sociocultural variables within the Irish, Italian and Puerto Rican heritage and mention some examples.
References must be no older than 5 years. A minimum of 700 words is required.
.
1. Compare and contrast DEmilios Capitalism and Gay Identity .docxcroysierkathey
1. Compare and contrast D'Emilio's
Capitalism and Gay Identity
with the
From Mary to Modern Woman
reading. What patterns do you see that are similar to the modern American society? What can be said about global notions of gender in the modern age? Feel free to invoke Foucault.
2. How is the writer's experience important in the story being told in
Middlesex
? Describe your reaction to the reading and invoke some of the concepts discussed in the
Queer Theory
reading to try to make sense of sexuality when it does not match your own conventions. Compare both readings, but go deeper to explore your own stereotypes and socialization.
**PLEASE READ THE READINGS IN ODER TO DO THIS ASSIGNMENT.
.
1.Purpose the purpose of this essay is to spread awareness .docxcroysierkathey
1.
Purpose: the purpose of this essay is to spread awareness around stereotyping and how it can be very hurtful to some people.
2.
Audience: Anyone that uses stereotypical jokes or saying around people that are different than them even without realizing that they are making a stereotypical joke or statement.
3.
Genre: the genre that I will be trying to reach out to in this essay will be informational, reason being is that I mainly look at informational online documentaries and stories.
4.
Stance and tone: I’m just a young man who grew up around a lot of people from different places and have different cultures and never paid attention in my younger years to what was happening from stereotyping others that they are different till recently.
5.
Graphic design
: My essay will be a strict academic essay
.
1. Tell us why it is your favorite film.2. Talk about the .docxcroysierkathey
1. Tell us why it is your favorite film.
2. Talk about the interconnection between the aesthetic and the technical aspects of the film. This should include at least seven of the following: Editing, Film Structure, Cinematography, Lighting, Colors, Screenwriting, Special effects, Sound and Music.
3. After this course, will you see you favorite film in a different light? Why or why not?
.
1.What are the main issues facing Fargo and Town Manager Susan.docxcroysierkathey
1.What are the main issues facing Fargo and Town Manager Susan Harlow?
Fargo and Town Manager Harlow are on a slippery slope to corruption. I think that Harlow is handling her position the correct way by trying to remain neutral and sticking to a code of ethics so the problem really comes down to the political actors in the town. It is good that Harlow declined the invite to the dinner party, and cracked down on employees playing politics at work, that is a step in the right direction to removing the possibility of political corruption.
2.What is the basis for your answer to question #1?
At the end of the article Harlow remembers another city manager saying “you never have more authority than the day you walk into your office” What I get from that, and what I think Harlow got from that is that when you come into a position as a public manager everyone is going to want something from you. Political actors are going to want political favors, quid pro quos, you have something that everyone else wants and they are going to try and get that from you.
3.What are your recommended solutions to the problems you identified?
I think the best thing to do would be to continue to try to remain neutral. It will always be impossible to please absolutely everybody so the best thing to do is try to avoid doing everything everyone asks and stick to some sort of code of ethics.
4.What points do you agree, disagree or want further discussion from your fellow classmates and why? (tell them not me)
I think the overarching theme of this article is that people are going to want things from the government. I agree with Harlow's steps to avoid political corruption in her administration by cracking down on political favors with the snow plows and referring to the ICMA code of ethics.
.
1.Writing Practice in Reading a PhotographAttached Files.docxcroysierkathey
1.
Writing: Practice in Reading a Photograph
Attached Files:
Bachman, Ieshia Evans, Baton Rouge (2016).jpg
(277.283 KB)
For this assignment, you will practice analyzing how various rhetorical elements contribute to the overall meaning of a visual image--in this case, a photograph. To begin, click on the attached image.
By way of some context, this photo was taken in 2016 at a protest rally in Baton Rouge, Louisiana. The woman in the photo is named Ieshia Evans. The photographer is named Jonathan Bachman. Bachman's photo, which was first published by Reuters, was a finalist for a Pulitzer Prize in 2017. You can use this information to do more research on the image, if you like.
Now, review once again the Elements and Methods of Visual Rhetoric document and select from it
three
elements that you wish to discuss in relation to this photo. Please note that this is not a formal essay assignment, so do not treat it as such. For example, you do not need to create a formal introduction.
Begin by simply providing an
interpretive claim
--i.e., stating what you believe is the meaning or message of Bachman's photo. Ideally, this should be just
one
sentence (tho you can write two if necessary). After that, your document simply needs to contain
three paragraphs
, one for each rhetorical element you have selected. In each paragraph, you need to explain fully how the particular element contributes to the overall meaning or message of the image.
Note: Your assignment must be submitted as an attached .doc or .docx file. Name your file correctly, using your last name and brief description of assignment (e.g., Martinez, Photograph.docx).
2.
DB: Interpreting Political Ads
In this discussion board, you will be discussing and interpreting a recent political ad entitled "Mourning in America," which was produced by The Lincoln Project, a political action committee (PAC). If you are not familiar with the group, take a moment to research it, as that context will add to your understanding and interpretation. You can
click here
to view the ad.
As you watch "Mourning in America", think carefully about how this political advertisement compares and contrasts with Ronald Reagan's "Morning in America" ad, in terms of its rhetorical methods as well as its overall message. You will be asked to comment on
three
specific rhetorical elements, so decide which ones stand out most to you and take careful notes on those to prepare for the discussion.
When you are ready, click the link above to enter the Discussion Board, and then follow the instructions in the first thread posted in this forum for responding to this material.
Questions:-
Mourning in America
COLLAPSE
Your task here is to share with your peers your ideas on how
three
specific rhetorical elements or your choosing are used in this ad to make its appeal to an audience and to convey a message.
1. Identity the three rhetorical elements that you have selected and then
explain
how each .
1.Some say that analytics in general dehumanize managerial activitie.docxcroysierkathey
1.Some say that analytics in general dehumanize managerial activities, and others say they do not. Discuss arguments for both points of view.
2.What are some of the major privacy concerns in employing intelligent systems on mobile data?
3. Identify some cases of violations of user privacy from current literature and their impact on data science as a profession.
4.Search the Internet to find examples of how intelligent systems can facilitate activities such as empowerment, mass customization, and teamwork.
Note: Each question must be answered in 5 lines and refrences must be APA cited.
.
1.What is the psychological term for the symptoms James experiences .docxcroysierkathey
1.What is the psychological term for the symptoms James experiences after abstaining from consuming
alcohol? How do changes in the functioning of neurotransmitter systems produce these symptoms?
2.With reference to associative learning principles/models/theories, why does James consume alcohol
to alleviate these symptoms? What motivates his drinking behaviour given that he no longer enjoys this
activity (most of the time)?
3.How do these factors prevent James from quitting his drinking, and lead to a cycle of relapse when he
attempts to do so? Why are these processes important for our understanding of addiction and
substance use disorders.
1 Page
at least 3 sources
APA
.
1.Write at least 500 words discussing the benefits of using R with H.docxcroysierkathey
1.Write at least 500 words discussing the benefits of using R with Hadoop. Use APA format and Include at least 3 quotes from your sources enclosed in quotation marks.
2.Write at least 500 words discussing how insurance companies use text mining to reduce fraud. Use APA format and Include at least 3 quotes from your sources enclosed in quotation marks.
.
1.What is Starbucks’ ROA for 2012, 2011, and 2010 Why might focusin.docxcroysierkathey
1.What is Starbucks’ ROA for 2012, 2011, and 2010? Why might focusing specifically on ROA be misleading when assessing asset management (aka management efficiency)?
2.Why is ROE considered the most useful metric in measuring the overall ability of a business strategy to generate returns for shareholders?
3. How do the financial statements reveal company strategy (i.e., what story do the numbers tell and does that story align with the strategy of Starbucks?)?
.
1. Discuss the cultural development of the Japanese and the Jewis.docxcroysierkathey
1. Discuss the cultural development of the Japanese and the Jewish heritage.
2. What are the cultural beliefs of the Japanese and Jewish heritage related to health care and how they influence the delivery of evidence-based healthcare?
A minimum of 2 evidence-based references
no older than 5 years is required.
A minimum of 600 words
(excluding the first and references page) is required.
.
1. Discuss at least 2 contextual factors(family, peers, school,.docxcroysierkathey
1.
Discuss at least 2 contextual factors(family, peers, school, community, work, etc.) that might make young people more or less likely to experience adolescence as a period of storm and stress.
2. How might the dramatic physical changes that adolescents undergo—and the accompanying reactions from others—influence other aspects of development, such as social or emotional development?
3. Describe some ways in which adolescent decision making is a product of interactions among puberty, brain development, cognitive growth, and contextual influences such as parents, peers, and community.
.
1.Write at least 500 words in APA format discussing how to use senti.docxcroysierkathey
1.Write at least 500 words in APA format discussing how to use sentiment analysis how political speech affects voters. Use at least 3 references in APA format.
2.Read the below article(link below) on statistics for categorical variables. Write at least 500 words in APA format discussing how to use these statistics to help understand big data.
Link: https://uc-r.github.io/descriptives_categorical
.
1.The following clause was added to the Food and Drug Actthe S.docxcroysierkathey
1.The following clause was added to the Food and Drug Act:
“the Secretary [of the Food and Drug Administration] shall not approve for use in food any chemical additive found to induce cancer in man, or, after tests, found to induce cancer in animals.”
After this clause was adopted, no new additives could be approved for use in food if they caused cancer in people or animals.
The public loved this and industry hated it.
What do you think of this clause? Do you support it or do you oppose it?
At the top of your post, please indicate SUPPORT or OPPOSE and then give your rationale. Then after you can view your classmates' posts, make your case to your fellow students.
2.There was a law that individuals who were indigent and who wished to litigate could apply to the courts for a total waiver of the normal filing fee. In the legislative session, however, a statute was enacted which limits the courts' authority to waive filing fees in lawsuits brought by prisoners against the state government.
Under this new law, a court has to require the prisoner to pay a filing fee "equal to 20 percent ... of the average monthly deposits made to the prisoner's [prison] account ... or the average balance in that account", whichever is greater (unless this calculation yields a figure larger than the normal filing fee).
A prisoner (who was indigent) wanted to appeal his case and was to be charged this fee. He filed suit claiming it was unconstitutional to charge this fee to prisoners.
Choose the side of the prisoner or the side of the state and tell why you would rule for the side you chose.
At the top of your post, please indicate SUPPORT PRISONER or OPPOSE PRISONER and then give your rationale. After you can view your classmates' posts, make your case to your fellow students.
3.A defendant pleaded guilty to receiving and possessing child pornography and was sentenced to 108 months in prison. The sentencing judge raised the defendant’s base offense level….by two levels because "a computer was used for the transmission" of the illegal material.
The appeal filed challenged the punishment enhancement (not his guilt of the base punishment.)
The defendant argued the law did not apply to him because he did not use a computer to transmit the material. (ie He was the receiver, not the sender, of the child pornography.)
Do you believe that the sentence enhancement should be upheld? Give an economic analysis and rational for your choice.
At the top of your post, please indicate SENTENCE UPHELD or SENTENCE REVERSED and then give your economic analysis/rationale. After you can view your classmates' posts, make your case to your fellow students.
4.The ordinance was enacted that gives tenants more legal rights including:
the payment of interest on security deposits;
requires that those deposits be held in Illinois banks;
allows (with some limitations) a tenant to withhold rent in an amount reflecting the cost to him of the landlord's v.
1.What are social determinants of health Explain how social determ.docxcroysierkathey
1.What are social determinants of health? Explain how social determinants of health contribute to the development of disease. Describe the fundamental idea that the communicable disease chain model is designed to represent. Give an example of the steps a nurse can take to break the link within the communicable disease chain.
Resources within your text covering international/global health, and the websites in the topic materials, will assist you in answering this discussion question.
2. Select a global health issue affecting the international health community. Briefly describe the global health issue and its impact on the larger public health care systems (i.e., continents, regions, countries, states, and health departments). Discuss how health care delivery systems work collaboratively to address global health concerns and some of the stakeholders that work on these issues.
Resources within your text covering international/global health, and the websites in the topic materials, will assist you in answering this discussion question.
.
1.This week, we’ve been introduced to the humanities and have ta.docxcroysierkathey
1.
This week, we’ve been introduced to the humanities and have taken some time to consider the role of the humanities in establishing socio-cultural values, including how the humanities differ from the sciences in terms of offering unique lenses on the world and our reality. Since one of the greatest rewards of being a human is engaging with different forms of art, we’ve taken some time this week to learn about what it means to identify and respond to a work of art. We’ve learned about the difference between abstract ideas and concrete images and concepts like structure and artistic form. To help you deepen your understanding of these foundational ideas, your Unit 1 assignment will consist of writing an essay addressing using the following criteria:
Essay Requirements:
• 1,000 words or roughly four double-spaced pages.
• Make use of at least three scholarly sources to support and develop your ideas. Our course text may serve as one of these three sources.
• Your essay should demonstrate a thorough understanding of the READ and ATTEND sections.
• Be sure to cite your sources using proper APA format (7th edition).
Essay Prompt:
• In this essay, you will consider the meaning of art and artistic form by responding to these questions:
o To what extent does Kevin Carter’s Pulitzer Prize-winning photograph (figure 2-5) have artistic form?
o Using what you’ve learned in Chapters 1, 2 and 14 explain if you consider Carter’s photograph a work of art? Be sure to point to specific qualities of the photograph to support/develop your response.
o How do you measure the intensity of your experience in response to Carter’s photograph? What does it make you see/feel/imagine and how does your response/reaction support Carter’s image as a work of art?
.
1.What are barriers to listening2.Communicators identif.docxcroysierkathey
1.
What are barriers to listening?
2.
Communicators identified the following as major listening poor habits. Search what each poor habit means and try to set an example using your own experience.
Poor listening habit:
Pseudo-listening, Stage hogging, Filling in gaps, Selective listening, Ambushing (
Definition & Example)
.
1.Timeline description and details There are multiple way.docxcroysierkathey
1.
Timeline description and details
: There are multiple ways to construct a timeline. Find one that fits you and your information.
Include 10-15 events, each including the following descriptors:
- titles of books or writings or some sort of identifier
- your age or some time reference
- and whether it was a positive or negative experience
.
1.The PresidentArticle II of the Constitution establishe.docxcroysierkathey
1.
The President
Article II of the Constitution established the institution of the presidency. Select any TWO Presidents prior to 1933 and any TWO Presidents since 1933 and for EACH one:
a.
Discuss
any
expressed
power used by each president and the
impact
that decision had on American society at the time of its use
b.
Explain
whether you
agree/disagree
with the presidential action taken and
WHY
c.
Describe
one
legislative initiative
promoted by each president and the
impact
on America at the
time of its passage
as well as what the impact of that legislation is
TODAY
d.
Discuss
one
executive order
issued by each president and whether you
agree/disagree
with the order and
WHY
1.
Select any FOUR United States Supreme court decisions related to Civil Rights/Civil Liberties and for
each one
:
a.
Describe
the facts of the case
b.
Discuss
the arguments of each side as it pertains to the
Constitutional issue
being addressed
c.
Explain
the decision citing
Constitutional rationale
of the court including any dissenting opinion if not a unanimous verdict
d.
Explain
whether you
agree/disagree
with the court’s decision and
WHY
.
1.What other potential root causes might influence patient fal.docxcroysierkathey
1.
What other potential root causes might influence patient falls?
2.
Equipped with the data, what would you do about the hypotheses that proved to be unsupported?
3.
Based on the correctly identified hypothesis in the case scenario, what would be your course of action if you were the CEO/president of St. Xavier Memorial Hospital?
4.
What do you think of the CNO’s (Sara Mullins) position of “waiting and seeing what the data tells us” instead of immediately jumping to conclusions?
.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2. by technology-savvy customers. The company now needed to
broaden its appeal to mainstream
customers to grow and scale its business.
Lau and Pei knew that OnePlus faced a difficult task in finding
a way to the mainstream
customer’s heart—and wallet. Specifically, they needed to
address three challenges facing their
company: First, how could OnePlus sustain competitive
differentiation as its advantage on price
and performance narrowed over time? Second, how could
OnePlus “cross the chasm”1 that
separated its technology-savvy early adopters from more
mainstream customers? Third, how
could OnePlus transition from its social-media intensive
“guerrilla” marketing strategy to a more
mainstream marketing strategy, given its limited financial
resources? Forming a growth strategy
that met these three challenges would be essential for the
continued success of OnePlus in the
brutally competitive smartphone market.
1 The metaphor of crossing the chasm comes from Geoffrey
Moore’s influential book Crossing the Chasm: Marketing and
Selling High-Tech Products to Mainstream Customers (New
York: HarperBusiness, 1991). Moore argued that there is a
chasm between the early adopters of a technology product (the
technology enthusiasts and visionaries) and the early
majority (the pragmatists) because these two groups have very
different expectations. To grow beyond early adopters,
technology companies need to adapt their product and marketing
strategy.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
3. Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
2
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Company Background
OnePlus, based in Shenzhen, China, was founded in December
2013 by Pete Lau and Carl Pei.
Lau had previously worked as vice president at Oppo Mobile,
which shared common investors
with OnePlus. Even though the smartphone market was
crowded, the founders saw an opportunity
for a new entrant. They believed most smartphones had flaws,
including bloatware, cheap plastic
hardware, unattractive designs, and high prices. According to
co-founder Carl Pei, “Available
devices were just not good enough. People are only focused on
adding features, not making good
products.”2
From the outset, the company was clear about its intentions:
making high-end, user-friendly
devices that delivered a better experience at a lower price than
any other device in the market.
According to Lau, “We wanted to produce a phone that has good
build, nice software, and
trustworthy quality—a phone that ‘never settles.’”3 At Oppo,
Lau had been working on a Blu-ray
DVD for the global market but realized it was a niche product.
4. “Smartphones, on the other hand,
were a good entry point, especially with the rapid development
of the Internet and e-commerce. It
was with such an idea and opportunity that we founded
OnePlus.”4
OnePlus launched its first smartphone, called OnePlus One, in
April 2014 and quickly found
success in India, Europe, and the United States. (The OnePlus
One was released in India in
December 2014 exclusively though Amazon.) By October 2014,
the OnePlus One was available in
34 countries worldwide, and the company had recorded revenues
of $300 million.
From the beginning, OnePlus’s approach to the market was
different from that of other
homegrown Chinese smartphone companies. It projected itself
as a multicultural company with a
goal to build a global brand with a global team. OnePlus did not
want to be known as another low-
cost Chinese manufacturer selling to emerging markets. Instead,
it wanted to become known for its
sleek design and high-quality specs, selling directly to
customers worldwide. In sharp contrast to
other Chinese smartphone manufacturers, 85 percent of
OnePlus’s sales came from outside China.
The Global Smartphone Industry in 2015
In the fourth quarter of 2015, sales of smartphones to end users
around the world totaled 403
million units, a 9.7 percent increase over the same period in
2014, according to Gartner. Inc.5 Unit
sales reached 1.4 billion units in 2015, an increase of about 10
percent from 2014 (see Exhibit 1).
5. Sales were expected to remain almost flat in 2016, however,
signaling the maturation of the
worldwide smartphone market. The most influential players in
the market were Apple, Samsung,
and Google. Google’s Android operating system dominated the
smartphone market with 80 percent
market share, while Apple’s iOS captured 17 percent of the
market at the end of 2015.6 Windows
2 Carl Pei, in interview with the authors, February 2016.
3 Pete Lau, in interview with the authors, February 2016.
4 Ibid.
5 “Gartner Says Worldwide Smartphone Sales Grew 9.7% in
Fourth Quarter of 2015,” Solid State Technology,
http://electroiq.com/blog/2016/02/gartner-says-worldwide-
smartphone-sales-grew-9-7-in-fourth-quarter-of-2015
(accessed June 9, 2016).
6 Joe Rossignol, “iOS and Android Capture Combined 98.4%
Share of Smartphone Market,” MacRumors, February 18,
2016, http://www.macrumors.com/2016/02/18/ios-android-
market-share-q4-15-gartner.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
3
O n e P l u sKEL981
6. K e l l O g g s c h O O l O f M a n a g e M e n t
Phone saw a decline in share, and BlackBerry continued its
global decline. Samsung was the global
volume leader in smartphones but Apple continued to dominate
the premium smartphone market
with its flagship devices, the iPhone 6 and 6S.
Emerging economies saw rapid growth in the market for
affordable smartphones, with volume
growth of 18 percent, compared to 8.2 percent in established
markets. In emerging economies, the
smartphone industry was moving rapidly to e-commerce through
online marketplaces such as
Flipkart and Snapdeal in India, in addition to direct sales by
smartphone manufacturers in China.
With the cooling of the previously explosive Chinese market,
Chinese manufacturers such as
Xiaomi and Huawei were sharpening their focus on international
markets. India had emerged as
the market with the most growth potential, as smartphone
penetration in India was still low, at
about 26 percent, at the end of 2015, compared with 51 percent
in China.7
The smartphone market in 2015 was characterized by the
following trends:
• Bigger screens. Sales of smartphones with big screens (larger
than 5 inches) grew by over
180 percent in 2014 and the trend continued into 2015. The
share of these larger devices
grew from one-third of the global smartphone market to almost
half by the first quarter of
2015.8 This trend was particularly pronounced in the Chinese
market.
7. • The rise of 4G. The rapid decline in the price of 4G
smartphones and the widespread launch
of 4G networks led to the rapid growth of 4G-enabled devices.
This trend was expected to
accelerate in 2016, with the impending launch of Reliance Jio
Infocomm’s nationwide 4G
network in India and similar developments in Indonesia.
• Cheaper handsets. Chinese smartphone manufacturers were
leading the charge for cheaper
handsets. As a way to grab early market share, these
manufacturers lowered the price of
their smartphones without making significant compromises in
performance specifications,
undercutting established brands Apple and Samsung. By mid-
2016, experts predicted, a
good-quality 4G smartphone handset would be available for
¥4,000 (about $60).
OnePlus Product Portfolio
OnePlus One
OnePlus unveiled its first product, the OnePlus One, in April
2014 and released it internationally
in June 2014 (Exhibit 2). The OnePlus One came pre-installed
with a modified version of the Android
operating system called Cyanogen. The phone featured a high-
quality build, a fast processor, an
excellent display, and a very attractive price. Promoted as a
“flagship killer,” it was priced at $299
for the 16GB version and $349 for the 64GB version. Those
prices were significantly lower than
Google’s Nexus 5 and about half of comparable phones, such as
the Samsung Galaxy S6.
8. 7 “Mobile Phone Penetration in Asia-Pacific from 2010 to
2015,” http://www.statista.com/statistics/201256/forecast-of-
mobile-phone-penetration-in-asia-pacific (accessed June 27,
2016).
8 GfK Trends and Forecasting, “Four Key Trends in the Global
Smartphone Market,” September 2015,
http://www.gdsinternational.com/events/ngretail/eu/wp-
content/uploads/sites/28/2015/09/NGR-EU-12-GFK-
Four_key_trends_in_the_global_smartphone_market.pdf.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
4
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
The OnePlus One was sold exclusively on the OnePlus website,
marking a departure from the
typical industry practice of selling through wireless carriers.
Further, prospective customers had to
obtain an invitation to purchase the phone. These invites were
distributed through online contests
and referrals from existing OnePlus customers. The invite
system created tremendous buzz—and
some controversy—because customers who wanted to buy the
phone could not simply go online
9. and purchase one. They had to get an invite from someone they
knew, or even buy an invite in the
secondary market, on eBay. OnePlus used the invite system for
two reasons. First, the company
had a limited supply of phones, so the invite system allowed it
to control supply and demand
for the phones. Second, the system created the perception of
exclusivity and fueled publicity for
the fledgling startup with a fantastic phone that was hard to get
your hands on. Some potential
customers and reviewers bitterly complained about the “by-
invitation-only” tactic. Critics called
the system everything from “maddening” and “the best
smartphone you can’t buy”9 to “odd.”10
Wired magazine said it “redefined frustration with an arcane,
invite-based ordering system.”11
OnePlus 2 and OnePlus X
Emboldened by the success of the OnePlus One, the company
introduced its second-
generation smartphone, the OnePlus 2, in July 2015 (Exhibit 3).
The company set expectations
high by continuing its provocative “flagship killer” label. The
phone was priced at $389 (for the
64GB version), almost half the price of rival phones like
Apple’s iPhone 6 and Samsung’s Galaxy
S6. The OnePlus 2 continued its predecessor’s industry-leading
specifications in several aspects,
including design, hardware, battery life, and user interface.
However, it fell short on a few aspects,
including the display resolution and the lack of both NFC (near-
field communication) and quick-
charge capability.
Although the OnePlus 2 was seen as a very capable smartphone,
10. most analysts felt that it
fell short of being a true “flagship killer.” A side-by-side
comparison of the Galaxy S6 with the
OnePlus 2 revealed that although the OnePlus 2 had excellent
performance and was aggressively
priced, the Galaxy S6 had a slimmer form, a better camera, and
more storage, which made its
higher price more palatable. See Exhibit 4 for a comparison of
the OnePlus phones against key
competitors.
Responding to the criticisms leveled against OnePlus’s products
and distribution strategy,
Pei said, “We misjudged what our main market was and went
mainstream too prematurely. We
should have stayed loyal to our core users.”12 Still, he believed
the criticism was unduly harsh. “If
you want to make a great meal, you don’t throw every
ingredient into it. You balance it and curate
it,” he said in response to criticism that the OnePlus 2 lacked an
NFC chip. “We grew the business
quite well despite initial problems, but we need to find the
correct positioning for our phones.”13
9 Brandon Russell, “OnePlus One Review: The Best Smartphone
You Can’t Buy,” TechnoBuffalo, July 18, 2014,
http://www.technobuffalo.com/reviews/oneplus-one-review.
10 Aloysius Low, “OnePlus One Review: A High-End
Smartphone for Android Experts,” CNET, May 27, 2014,
http://www.cnet.com/products/oneplus-one.
11 Brian Barrett, “The OnePlus X Is a Steal—And That’s Why
It’s So Hard to Buy,” Wired, October 30, 2015,
http://www.wired.com/2015/10/oneplus-x.
11. 12 Carl Pei, in interview with the authors, February 2016.
13 Ibid.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
5
O n e P l u sKEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
In October 2015, OnePlus launched its third phone, the OnePlus
X (Exhibit 5). The OnePlus
X featured an elegant design and high-quality hardware, but it
sacrificed performance to achieve
the very affordable price of $249. The OnePlus X came with a
smooth glass back that gave it a
sophisticated look reminiscent of the iPhone. The performance
trade-offs came in the form of a
smaller battery, lack of fingerprint sensor (which had been
standard with the OnePlus 2), and
swappable back covers (which allowed users to change the look
of their phones but could damage
the non-removable battery it was supposed to protect). The
OnePlus X also lacked the newer
USB Type-C connector and instead came with the older micro
USB port. The OnePlus X, like the
OnePlus 2, did not feature NFC, a gripe that critics were quick
to remark upon.
12. OnePlus released a stylish variety of back covers for the
OnePlus X, including rosewood,
bamboo, and Kevlar. The phone also came in a limited edition
ceramic-back version priced at €369
(US$413) and sold only in Europe and India. According to
OnePlus, producing the ceramic back
involved a laborious 25-day manufacturing process, the first of
its kind for a smartphone. The
OnePlus X came preloaded with OnePlus’s Oxygen OS built on
the Android Lollipop OS, 16GB
storage, and was powered by Qualcomm’s Snapdragon 801
quad-core processor.
As with other phones OnePlus had released, buyers needed an
invite to purchase the phone.
Despite criticism of this system, OnePlus insisted that it was
necessary for it to control costs,
manage inventory, and avoid issues related to oversupply and
surplus phones.
Competitors
After releasing the OnePlus One, the company conducted a
comprehensive customer survey
in January 2015 to understand its competition. This survey
revealed that most OnePlus customers
(84 percent) considered another Android device before
purchasing a OnePlus phone. Their brand
choices were mostly Google Nexus, Samsung, HTC, and LG,
although 16 percent of customers
also expressed interest in the Apple iPhone. Only a small
number of customers were interested in
a device from other Chinese manufacturers, such as Xiaomi (3
percent) and Huawei (1 percent),
which was unsurprising to OnePlus; the Chinese manufacturers
were focused largely on the
13. domestic market, whereas OnePlus customers were mostly non-
Chinese.
Google
Google was a multinational technology company, headquartered
in Mountain View, California.
Google dominated service in search, cloud computing, and
software but also had diversified into
consumer electronic products such as personal computers
(Chromebooks), tablet computers, and
smartphones (Nexus). In the OnePlus survey, 29 percent of
OnePlus’s customers reported that
they considered the Google Nexus 5 phone. However, the Nexus
5 was both more expensive and
less capable than the aggressively priced OnePlus One. The
Nexus 5 ran on the Snapdragon 800
processor, which was less powerful than the Snapdragon 801
that ran the OnePlus One. In addition,
the Nexus 5’s 8MP camera was decidedly inferior to the
OnePlus One’s 13MP camera. All in all, the
OnePlus One was a superior phone to the Nexus 5 on almost
every specification, except perhaps
for the more advanced version of the Android operating system
in the Nexus 5.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
6
14. O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Apple
Apple continued to stand apart from the competition with its
sleekly designed, premium-
priced, and proprietary iPhone products. Its latest flagship
products, the iPhone 6 and iPhone 6S,
were priced well above competing phones and inspired fierce
loyalty among customers for their
ease of use and excellent user experience. Apple’s obsessive
focus on design, attention to detail,
and outstanding customer service made it the standard bearer in
design and user experience. In
the eyes of OnePlus’s founders, Apple was the smartphone
company to emulate, as they felt Apple
was the only smartphone maker that was truly passionate about
design.14
Samsung
Samsung was a multinational conglomerate with a long history
of manufacturing in
semiconductors, chips, hard drives, and lithium-ion batteries. In
recent years, Samsung had
ventured into the device business and had found great success
with its Galaxy line of smartphones
and tablet computers. Fueled largely by the popularity of these
devices, Samsung had become the
largest manufacturer of mobile phones by volume. Recently,
however, Samsung had stumbled
with its Galaxy S5, which featured a plastic body and poor build
quality. Samsung had regained
some of its lost market share with the Galaxy S6 and the Galaxy
15. S6 Edge, its latest generation of
flagship phones that won praise for much improved build
quality, camera performance, and an
all-metal body.
Xiaomi
Xiaomi was a Beijing-based Chinese consumer electronics
company that was founded in
2010. It designed and sold smartphones, mobile apps, and other
consumer electronics products. It
disclosed revenues of $12 billion in 2014. Its flagship phone
was the Mi5, released in February 2016.
Like the OnePlus, the Mi5 offered flagship features at a very
low price. It boasted the Snapdragon
820 processor from Qualcomm, a 16MP camera, a 4MP selfie
cam, and a 3,000 mAh battery. Like
the OnePlus 2, the Mi5 came with a glass back; the 128GB Mi5
Pro came with a ceramic back.
All versions of the Mi5 featured NFC support and a fingerprint
sensor that doubled as the home
button. These features came at low prices of $305 (32GB), $352
(64GB), and $413 (128GB). Xiaomi
was not a core competitor for OnePlus in the United States and
Europe, but it did compete with
OnePlus in India.
Oppo Electronics
Oppo Electronics Corp. was a Chinese manufacturer founded in
2004 whose major products
included Blu-ray players, smartphones, and other electronic
devices, such as headphones and
amplifiers. The company became well-known as the builder of
the world’s thinnest smartphones,
including the Finder and the R5, which was launched in
16. November 2014. It went on to launch the
R7 and the R7 Plus in 2015 and outsold Apple in China during
the third and fourth quarters of that
year. In February 2016, at the Mobile World Congress in
Barcelona, the company showed off its
14 Ibid.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
7
O n e P l u sKEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
impressive Super VOOC Flash Charge, quick-charging battery
technology that could fully charge
an empty 2,500 mAh battery in 15 minutes. It was a proprietary
technology that Oppo intended to
put in commercial products in the near future. Like Xiaomi,
Oppo mostly competed with OnePlus
in Asia, not in the United States or Europe.
Huawei
Huawei, a Chinese telecommunications company, was founded
in 1987 by a former engineer as
a manufacturer of phone switches. Like OnePlus, it was based in
Shenzhen. Over the course of two
17. decades, Huawei had become a multinational conglomerate
employing more than 170,000 people
in several countries. It manufactured smartphones, tablet PCs,
and smartwatches, in addition to a
number of other products such as wireless modems and routers,
wireless gateways, set-top boxes,
and video products. In April 2015, Huawei launched two
Android smartphones, the P8 and P8
Max. Huawei also co-developed, with Google, the Nexus 6P,
which was manufactured by Huawei
and marketed by Google. Huawei was at the forefront in the rise
of Chinese smartphone brands in
2015, shipping a total of 100 million units.
OnePlus’s Early Strategy
The OnePlus phones appealed to technology-savvy customers
who loved the company’s
elegant, high-quality products and the edginess of its
promotional tactics. Customers were willing
to overlook the limited availability and eccentric marketing for
the beauty of the hardware and the
inspiring slogan of “Never Settle.” OnePlus believed it could
build a global brand by relying on
customers to serve as brand advocates. What set the company
apart was its determination to place
customers at the center of its decisions and activities, from
product design to product marketing. As
Lau said, “What’s most important to us is our customers—it is
customers’ comments, and listening
to them, making the phone easier to use and improving
ourselves through customer interaction.”15
OnePlus aimed to stand out in a crowd of smartphones by
branding itself as a user-focused
company. Lau and Pei told staff that they wanted users to grow
18. with them, to share experiences
and to be a part of the company. The company adopted the
slogan “We create together,” and with
it found a way into the global customer’s heart. Even though it
was based in Shenzhen, OnePlus
clearly wanted to build an international brand. With employees
from 19 different countries, the
company prided itself on its “open culture” and the desire not to
be labeled by any specific country.
The company relied heavily on social media to generate
awareness and to drive demand. The
company’s social media strategy focused on Facebook, Twitter,
and Reddit, all of which redirected
traffic to OnePlus’s website. Traffic directed from OnePlus’s
social media handily surpassed that
of its nearest competitors. The social media activity resulted in
the OnePlus website receiving
25.6 million16 visits in December 2014 from a worldwide
audience, just a year after the website
was launched. OnePlus followed up the social media marketing
with an advertising campaign
15 David Rowan, “OnePlus CEO: How To Take an Invite-Only
Chinese Brand Global,” Wired, August 2015,
http://www.wired.co.uk/article/one-plus-ceo-interview-pete-lau.
16 Ariel Rosenstein, “How the OnePlus’ Marketing Strategy
Made It the Most Desirable Phone in the World,” The Next
Web, March 17, 2015, http://thenextweb.com/market-
intelligence/2015/03/17/how-oneplus-ones-marketing-made-it-
the-most-desirable-phone-in-the-world.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
19. Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
8
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
that poked fun at its competitors (Exhibit 6). Tech-oriented sites
also helped sustain the buzz by
directing their audience to the company’s website. By 2016,
OnePlus’s online community had more
than 828,000 members who had posted more than 14 million
messages since the community was
formed.
OnePlus employed some unconventional tactics to garner
awareness. For example, it followed
up its bold statements about the OnePlus One being a flagship
killer with a provocative first
campaign called “Smash the Past” in which fans were asked to
destroy their smartphones from
competitors for a chance to win the OnePlus One phone.
OnePlus was looking to give away
100 phones for $1 each but reportedly received 140,000 entries
within a week.17 The campaign was
controversial but OnePlus came away having generated the
desired publicity with the campaign
drawing attention from fans and critics alike.
Another controversial campaign, dubbed “Ladies First,” also
drew negative reaction. Women
were asked to draw the OnePlus logo on their bodies and submit
20. pictures online. Pei told Advertising
Age magazine in an interview that the campaign was originally
envisioned as a way to get more
women involved in tech but backfired. Many fans called it
“degrading” and OnePlus pulled it
within four hours of its launch.18
OnePlus ran contests and giveaways for which the prize was an
invitation to purchase the
OnePlus One phone. In the spring of 2014, the company ran
three consecutive giveaways within
12 days. The giveaways attracted more than one million entries,
more than 40,000 new Facebook
fans and Twitter followers, more than 400,000 unique website
visits, and 31,000 forum comments.
For the OnePlus 2, the company hosted pop-up stands in nine
cities globally to display the
phones; the New York pop-up drew a queue of several hundred
people, a phenomenon usually
reserved for Apple product launches. By the time the company
neared the launch of the OnePlus 2,
customer anticipation had reached a fever pitch. Some 1.6
million people had requested invites
to buy the phone. By October 2015, that number had grown to 5
million sign-ups.19 At an event
in New York’s Times Square prior to the phone’s launch, 600
people queued up just to catch a
glimpse of the phone. Normally, such fervor was reserved for an
Apple launch, not for a small
startup from China that had only launched one other device in
its history.
Growth and Scaling—Strategic Challenges
OnePlus knew that the “flagship killer” positioning was not
sustainable because it would be
21. difficult to keep creating breakthrough product features. So the
company had to think hard about
possible ways in which it could create sustainable
differentiation. Further, the company needed
to broaden its appeal and reach more customers. Pei noted, “We
are trying to reach a broader
audience, maybe not the mass market, but maybe people who
care more about the design of a
product.”20
17 Angela Doland, “OnePlus: The Startup That Actually
Convinced People To Smash Their iPhones,” Advertising Age,
August 10, 2015, http://adage.com/article/cmo-strategy/oneplus-
convinced-people-smash-iphones/299875.
18 Ibid.
19 Rob Triggs, “OnePlus 2 Reservation List To Close As Invites
Ramp Up,” Android Authority, October 16, 2015,
http://www.androidauthority.com/oneplus-2-reservation-list-to-
shut-down-649567.
20 Barrett, “The OnePlus X Is a Steal.”
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
9
O n e P l u sKEL981
22. K e l l O g g s c h O O l O f M a n a g e M e n t
The strategic approach to broaden the market opportunity for
OnePlus would require
addressing three questions:
1. What customer segments should OnePlus address beyond its
current customer base?
2. How should OnePlus adapt its value proposition and
positioning strategy to appeal to the
broader market?
3. How should the company go to market in terms of
distribution and marketing
communication?
Target Audience and Persona
In its early days, OnePlus’s core target was technology
enthusiasts from two age groups:
customers ages 14 to 25 years (teenage to early adults) and
those ages 26 to 35 years (adults). The
first group used the phone to socialize with friends, listen to
music, and engage in social media
activities (Facebook, Twitter, and Instagram). The second group
comprised the larger portion of
OnePlus’s target market and had a greater ability to buy the
phone and maximize its potential. This
group of customers used the phone for everyday activities such
as phone calls, Internet access, GPS,
and photography and video. In a survey conducted by OnePlus
in 2015, half of the respondents said
they purchased the OnePlus One because of its impressive
features (see Exhibit 7). Other factors
influencing their decision were an attractive price (33 percent)
23. and design (6 percent). Accessories
were not drawing customers in, though; more than half (58
percent) did not purchase any from
the OnePlus website. OnePlus users felt that the brand stood for
quality and excitement and an
innovative and impactful spirit but that it fell somewhat short of
being trustworthy, transparent,
and customer-centric.
OnePlus’s customer research revealed that the majority of its
customers were male (90 percent)
and highly educated, with 76 percent holding a college degree
or higher. They had grown up
around computers, smartphones, and the Internet and were
mostly interested in technology,
movies and TV, music, and gaming. They were regular online
shoppers, with 87 percent making an
online purchase at least monthly. Most of them were students or
worked in white-collar positions
in business, engineering, or technology/science/math-related
fields and enjoyed talking about and
playing with new hardware. Significantly, they read about
phones all the time, not just when it was
time to get a new one, and were picky about what they wanted.
They had a good understanding
of smartphone features, gathered from sites such as Android
Authority, Gizmodo, The Verge, and
Reddit. They wanted the latest technology and good service, but
were price sensitive and compared
vendors before making their purchase decisions. They were
willing to sacrifice elegant design in
favor of better specifications (e.g., thicker/bigger phone for
bigger battery and protruding camera
for better photos). However, even though they read many
technology blogs and online magazines,
they didn’t always understand true engineering. Their
24. perceptions were deeply influenced by
expert opinions and reviews.
OnePlus now faced the task of identifying adjacent customer
segments that would find its
smartphones attractive and would allow it to broaden its appeal.
The company believed that
traditional methods of segmenting customers by demographics
(age, gender, region, etc.) were
outdated. Rather, it felt that customers should be segmented by
behaviors and motivations.
OnePlus believed that its ideal customer persona was someone
who preferred substance over
glitzy features and who aspired for a better life. This persona
also wanted to break free from the
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
1 0
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
shackles of tradition and to pursue a more authentic lifestyle
that had less to do with outward
looks and more to do with inner substance and beauty.
To understand the target personas better, OnePlus surveyed
2,000 smartphone customers from
25. the United States. This survey yielded five customer personas
that could be potential targets for
OnePlus. To validate each persona, OnePlus followed up the
quantitative survey with in-depth
interviews. The resulting persona profiles are as follows:
Joe, the Tech Enthusiast
Joe is a young professional in his late twenties who graduated
five years ago. He is genuinely
inspired by technology and typically embraced it earlier than his
peers. Always the first one in his
social group with the latest smartphone, he sees his smartphone
as an expression of his personality
as well as a reflection of his hyper-connected, always-on
lifestyle. Joe is socially forward, active
on social media, and reads technology newsletters and blogs
such as Gizmodo, Reddit, and The
Verge. He is a fan of FriendFeed but considers Facebook and
Twitter relics of the past. He is always
searching for the latest and greatest Android device and would
consider purchasing one. He is
proud of not being an Apple “fan boy” because he feels the
Android ecosystem provides more
innovation and better value. He cares less about a sleek design
and more about getting the right
specs, such as more battery power and high-quality
photographs. Early tech adopters like Joe
comprised about 15 percent of the market, and they were willing
to pay up to $700 for a new phone.
Amy, the Design Enthusiast
Amy is a young woman in her late twenties with a passion for
creativity. She works in
publishing and is willing to pay for premium products. Amy is
26. not geeky, but she appreciates
beautiful design and ease of use when it comes to technology.
She is a lover of all things Apple and
considers her iPhone and iPad her most treasured technology
possessions. She not only prefers
visually appealing design but also a highly intuitive phone. To
her, it’s important that it works, that
using it is an easy experience, and that it is visually stunning.
She does not really care about the
processor, nor does she want to invest much time learning how
to use the phone and maximizing
its functionality. For her, a phone is a status symbol, reflective
of her simple but classy taste and
passion for aesthetics. Amy enjoys an active lifestyle and
exercises regularly. She is active on social
media and enjoys staying in touch with friends on Facebook.
She awaits the release of Apple
products with bated breath. Design enthusiasts like Amy
constituted 15 percent of the market, and
their average willingness to pay for a new smartphone was
$600.21
Andy, the Business Professional
Andy is a 40-year-old business executive who works for a
Fortune 500 insurance company.
For him, a smartphone is a business productivity tool. He uses
the phone primarily for getting
work done: managing e-mail, staying in contact with business
associates and clients, and being
productive on the move. He likes devices that are well
constructed and secure. He is not excited
by apps and games because he considers it a waste of time to
watch videos and play games on
his phone. He is present on social networks but is not obsessed
with always being connected
27. 21 When carrier subsidies were taken into account, the cost of
an iPhone dropped to $200.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
1 1
O n e P l u sKEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
to his Facebook or Instagram feed. He is partial to professional
networks such as LinkedIn and
likes reading articles posted by the people he follows on
LinkedIn Pulse. Andy prefers Microsoft
products and owns a Microsoft Surface tablet that he uses for
work and travel. He can afford
the top-of-the-line smartphone but isn’t the first one to stand in
line for the latest phones. He
doesn’t often use media applications such as YouTube, but he
occasionally uses Skype and WebEx
mobile apps. Andy does not read tech blogs but instead prefers
business publications such as the
Wall Street Journal and other industry-specific journals and
magazines. He occasionally goes to
the movies and exercises when he has the time. Business
professionals like Andy constituted 30
percent of the market, and they were willing to pay $550 for a
new phone.
28. Anya, the Social Teenager
Anya is a precocious 16-year-old. She is a “digital native,”
meaning she has grown up around
technology. She doesn’t pay for any of her devices (phones or
computers) because her parents
purchase them. As befitting a teenager of the digital age, mobile
phones, Internet, television,
movies, music, and videos play a dominant role in her life.
Social networks are important;
Snapchat, Instagram, YouTube, and Vine are her media of
choice. She likes to read but often is
distracted by other media choices such as Instagram and
Facebook. She spends up to six hours a
day consuming media. She frequently uses social media or
watches TV or listens to music while
doing her homework. Anya isn’t yet aware of e-mail
applications or of what productivity is.
She quickly becomes bored with her mobile phone and wants
her parents to purchase the latest
smartphone that she can show off to her friends. Teenagers like
Anya represented 20 percent of
the market, and their willingness to pay for a new phone was
$400, which was what their parents
were willing to spend.
Bill, the Baby Boomer
Bill is a 60-year-old late-career executive who is getting close
to retirement. Bill is bewildered
by all the newfangled smartphones and doesn’t see why the
younger generation is so obsessed
with them. He uses his phone for basic functions such as making
phone calls—the way phones
were intended to be used! Like other older parents and
29. grandparents, he is not interested in using
his phone to watch movies or videos or to play games.
Technology doesn’t excite him; in fact,
phrases like “technology” and “innovation” intimidate him. He
wants to use the phone for simple
tasks such as calling his family and friends and occasionally
sending a text message. He typically
uses the same phone for at least three years and considers it a
hassle to purchase a new one. Bill
does not care for apps and yearns for the old days of simple
keyboards and feature phones. He
tends to think of modern phones and their functionality as
distractions from his basic needs. Bill
spends a lot of time watching TV and reading magazines about
golf and hunting—his two passions
in life. He likes to read more about news and entertainment than
about technology. The only social
network he uses is Facebook. Baby Boomers like Bill
represented 20 percent of the market, and
their willingness to pay for a new smartphone was $400.
See Exhibit 8 for more details and data on the target personas
and Exhibit 9 for an example of
a persona profile.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
1 2
O n e P l u s KEL981
30. K e l l O g g s c h O O l O f M a n a g e M e n t
Value Proposition and Positioning
Once OnePlus selected its target customer segments, it would
also need to define a value
proposition that would appeal to these customers without
alienating its current customer base.
After much discussion and analysis, the company identified
three possible directions in which to
elaborate on its slogan of “Never Settle,” either focusing on
performance, design, or total customer
experience.
Performance
The most important smartphone features valued by OnePlus
customers were battery life,
durability, value for money, storage space, and design (see
Exhibit 10). One possibility was to
continue the “flagship killer” positioning by innovating on
cutting-edge features and offering a
compelling price point. In this approach, the company could
sustain differentiation by creating
a few “golden features” in each version of the OnePlus phone to
keep people excited. Apple had
successfully leveraged this strategy and engineered “just
enough” innovation on its phones to build
a much-loved brand that kept people excited and coming back.
OnePlus potentially could replicate
this strategy for its own devices. In this strategy, “Never Settle”
equaled feature/performance
innovation and represented the status quo. The OnePlus 2 was a
step in this direction, as it
continued to offer industry-leading performance at a compelling
31. price point. This approach would
be consistent with the heritage of OnePlus and its challenge of
“Never Settling” for incremental
innovation.
The challenge with the performance-based positioning was that
it was an arms race that
would be difficult to sustain, particularly given the fact that
OnePlus would not be commanding
premium prices for its phones. Even Apple and Samsung were
finding it difficult to keep coming
up with breakthrough features, as all leading smartphones
already were extremely technologically
advanced. OnePlus had already seen its feature advantage
relative to competition shrink with the
OnePlus 2, leading to a less-than-enthusiastic reception for the
second version of its flagship phone.
Design
An alternative approach would be to make OnePlus the “Apple
of the Android universe”
by focusing on design and craftsmanship. This was a direction
that OnePlus had followed with
the OnePlus X, for which it had shifted its emphasis from
performance to design as a vector of
differentiation. Apple didn’t always lead with the latest and
greatest features but continued to
innovate on design to capture the consumer’s attention. OnePlus
borrowed heavily from Apple’s
design playbook and mentioned on its website that it went
through hundreds of iterations before
“finalizing the design that perfected a balance of look and feel .
. . creating a seamless, fluid
experience.”22 Lau said:
32. For example, the screen of OnePlus One was lifted just above
the chamfered edge, creating
an illusion that the screen was floating on the top. It was
beautiful, but I knew that it was
just a tiny bit too high and I didn’t like how it looked. We
decided to lower the screen by
just 0.1 mm. [It was a] small yet difficult change and the
customers can barely feel the
22 OnePlus 2, https://oneplus.net/global/2/design (accessed
June 10, 2016).
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
1 3
O n e P l u sKEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
difference. But I still didn’t like it. I wasn’t happy about it until
it was lowered to 0.05
mm. Sometimes it’s just the difference of less than a millimeter
that creates the perfect
curvature. We always pay attention to the details that no one
else cares about and put great
effort into it. But it is exactly these details which are easily
neglected that leaves a good
impression and reminds [consumers] of you.23
33. The design-driven positioning would allow OnePlus to move the
conversation away from pure
features and functionality to a subtler emphasis on design and
aesthetics. This would be easier to
sustain because design innovation could take many more
directions than pure performance, and it
could also be extended beyond phones to accessories and
lifestyle products. This approach would
also be consistent with the culture of OnePlus and with Pete
Lau’s passion for superb products. But
the challenge with this approach was that OnePlus lacked the
brand image that Apple and even
Samsung had been able to create. Building a brand that stood
for design excellence would take
time and would be expensive. Pei and Lau realized that design-
focused companies such as Bose,
Apple, BMW, and Bang & Olufsen had taken many years to
build their reputations. Did OnePlus
have the time and the resources to compete on design?
Total Customer Experience
A third approach for OnePlus could be to broaden the meaning
of “Never Settle” beyond
the device to the entire customer experience. Lau was emphatic
that the essence of OnePlus was
always going to be about providing good products. He noted,
“We will maintain our ‘Never
Settle’ fundamentals, as we believe that the product speaks
louder than words. You think about
what consumers need first, then you think about how much the
product is worth.”24 But OnePlus
could expand the “Never Settle” slogan to stand for innovation
on various dimensions of the
customer experience: design, features, accessories, price,
customer service and support, marketing
34. approach, or community. In this approach, the meaning of
“Never Settle” would become more
of an overarching idea of innovation, not unlike the brand image
of Sony in the 1980s. If OnePlus
was able to say credibly that it offered the best total experience
to its customers, it could become a
powerful and sustainable differentiator.
But OnePlus needed to tread carefully if it chose this
positioning approach. Given the exclusive
reliance on online sales, OnePlus’s experience in customer
service and product demonstration
lagged well behind that of leading competitors. OnePlus forums
were rife with complaints about
the tardiness of OnePlus’s responses and solutions to customer
problems. Customer service, which
was based in China, used a ticket system to address customer
complaints. Unfortunately, the
system was not seamless nor very responsive. Customers
complained that their grievances had
not been addressed for weeks and that even when they were, the
problems were not resolved to the
customers’ satisfaction. Many customers were bitter about the
experience and vowed they would
not buy another OnePlus phone until OnePlus had radically
ramped up the quality of its customer
support. Tech enthusiasts were willing to overlook the
customer-support issues as inevitable
“teething problems” associated with a startup. But mainstream
customers would be less willing to
accommodate the lack of quality customer service. OnePlus
could not expect to be the product of
choice for the average consumer without beefing up its
customer support.
23 Pete Lau, in interview with the authors, February 2016.
35. 24 Ibid.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
1 4
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Marketing Strategy for Mainstream Customers
OnePlus also needed to retool its marketing communication and
channel strategy as it shifted
its focus beyond early adopters. In the beginning, the company
had relied almost exclusively on
news features, online publications, and social media to promote
its products, and it had only sold
its phones directly to customers on the Internet. This marketing
communication and distribution
approach had served it well with early adopters, but it would
not be enough to reach mainstream
customers.
Pei wondered about the marketing communication mix that
would allow OnePlus to reach
mainstream customers. Could the company afford to
communicate only via social media? Or
would it need to make a concession to the “old” way of
communicating and advertise on TV and
36. in print? If it did, how should it allocate resources across the
different media channels? How could
it take a “guerrilla” approach to mainstream media? Pei
declared that “the U.S. will be a very
important market for us this year” and that OnePlus was
considering raising awareness by using
more traditional marketing strategies to promote its
smartphones. “So far,” he admitted, “we’ve
only been good at digital and social media.”25 Pei said he
realized the United States was a different
market, one in which most consumers did not know they could
purchase a phone online and
unlocked. He said customers typically looked for cultural cues
and wondered if a splashy Super
Bowl ad would be a good tactic. But would his core early-
majority customers accuse him of selling
out and bowing to the pressure of adopting a traditional
marketing approach?
OnePlus also needed to think about new distribution channels.
Although e-commerce would
remain the core of its channel strategy, it would need to broaden
its distribution channels. The
United States was a service provider–driven market, with a
large proportion of smartphone
purchases being made through service providers such as AT&T
and Verizon. Did that mean
OnePlus would need to partner with these providers to broaden
its access to customers? Would
it be better off trying to get into offline retail stores such as
Best Buy or online retailers such as
Amazon? Electronics and specialty retailers formed the core
distribution channel and accounted
for 65 percent of mobile sales in 2015.26 Could OnePlus create
its own pop-up stores in malls and
other high-traffic spots? Customer accessibility was a problem
37. even in the e-commerce space; the
majority of online sales went through established retailers such
as Amazon, which accounted for
nearly half of all online mobile sales. OnePlus’s reach through
its own site was only about 10 to 15
percent, leaving as much as 80 percent of the market
unaddressed.
Distribution Channels
To reach this large unaddressed market, OnePlus was
considering several alternatives for
distribution channels.
Online Retailers
In India, OnePlus had expanded its reach through a strategic
partnership with Amazon
India. It could employ the same strategy in the United States.
Instead of going to market through
25 Carl Pei, in interview with the authors, February 2016.
26 Karissa Chua, “OnePlus Transitions Away from Hunger
Marketing,” Euromonitor International, December 13, 2015,
http://blog.euromonitor.com/2015/12/oneplus-transitions-away-
from-hunger-marketing.html.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
38. 1 5
O n e P l u sKEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
retailers, OnePlus potentially could strike an exclusive deal
with Amazon to sell and distribute its
phones and thereby increase the addressable market. Under this
option, its online strategy would
be purely through Amazon and OnePlus’s own website. This
strategy would be consistent with
OnePlus’s heritage, and there would be no headaches and costs
related to physical distribution
because Amazon would carry the load. The disadvantage was
that OnePlus’s bargaining power
would be limited by Amazon’s superior power in the
marketplace. That would translate to lower
margins for OnePlus.
Brick-and-Mortar Electronics Retailers
One strategic choice was for OnePlus to create a 250 to 500
square foot store-within-a-store
that would have point-of-purchase display products and
accessories and merchandising material.
OnePlus could create similar mini stores at service provider
stores such as AT&T and Verizon.
The advantage of having a mini store in Best Buy would be that
the store-within-a-store model
was already established; Best Buy already had moved
strategically in this direction with Samsung
and Microsoft. Best Buy also offered the advantage of massive
distribution, with 1,400 stores in the
United States. The downside was that OnePlus likely would get
lost in the clutter of competing
39. stores and brands. Moreover, Best Buy would not be as
interested in OnePlus as a strategic partner
as it was with Samsung or Microsoft since OnePlus was a small,
relatively unknown startup.
Service Providers
Alternatively, OnePlus could opt to open mini stores within
larger AT&T, Verizon, T-Mobile,
and Sprint stores. The four largest service providers together
had more than 10,000 retail stores,
which was almost six times the reach of Best Buy. Another
advantage was that service providers
were focused only on mobile phones, whereas people visited
Best Buy for many reasons, not just to
purchase a phone. Also, service providers were gaining share on
Best Buy. With the United States
being a provider-centric market, it made sense for OnePlus to
pursue distribution through service
provider stores, as well as through its website. The key
competitors in the smartphone market,
including Samsung, HTC, and LG, were all present in service
provider stores, so OnePlus would be
the odd man out if it did not seek a place in this channel. The
company was aware that Nokia had
failed in the U.S. market because it did not pursue distribution
through service providers.
The disadvantage of the service provider channel was that real
estate in carrier stores was
limited, and OnePlus might get only a wall display. Also, it was
not clear if OnePlus could have a
differentiated presence with several brands jostling for space
and attention. Here, too, OnePlus’s
bargaining power was limited, as it would be one of many
players. In addition, it would need
40. to incentivize sales personnel in stores to push OnePlus devices,
which would result in lower
margins.
Marketing Communication
OnePlus had a limited marketing budget, which meant it would
need to make marketing
communication investments very judiciously.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
1 6
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Traditional Media
The first decision the company had to make was whether or not
to invest in traditional media.
One possible strategy in traditional media was out-of-home
billboards. OnePlus could use some
of its marketing budget on billboards in strategic locations in
major cities. The cost of renting a
standard billboard varied by city, ranging from $1,000 to $3,000
per month for a smaller city to
$5,000 to $10,000 for a larger city, and even higher ($11,000 to
$15,000) in cities such as Boston and
41. San Diego. The cost of a billboard in New York could be
anywhere from $50,000 to $200,000 for four
weeks. A less-expensive option was a digital billboard that
could be shared by different businesses
and thus would cost less. In some cities, however, digital
billboards actually cost more than print
billboards. The billboard’s advantage was that it was a good
way to introduce a brand without
getting into too much detail. It also meant less clutter and a
more differentiated value proposition.
The slogan would also play well on a billboard (#NeverSettle).
The call to action would be “Learn
more at OnePlus.com.”
Another tactic for traditional media was to make targeted media
buys with online streaming
providers such as Hulu, YouTube, Crackle, and Comcast
Stream. OnePlus could partner with these
providers for ad placements by producing 15- or 30-second ads.
This tactic could be effective for
younger customers who spent a lot of time consuming video
content from streaming providers.
However, the team would need to choose ad buys carefully—
perhaps 20 to 40 of them, depending
on cost. Would this be enough to drive broad awareness?
OnePlus also could buy print advertising
in business publications such as the Wall Street Journal to reach
professional customers. Print media
had a wide reach and could reach older customers quite
effectively.
Online Media
OnePlus could build on its social media strategy by continuing
its guerrilla tactics but also by
augmenting earned media (exposure gained through word of
42. mouth) and owned media (such as
OnePlus’s website, company blog, and social media accounts)
with spending on paid media. This
last would include online display and search marketing to drive
traffic to OnePlus’s website. Sites
such as Twitter, LinkedIn, Facebook, and YouTube offered
advertising options that could help
boost the company’s exposure. It would also mean continuing
with creative promotional tactics—
such as OnePlus-created documentary The Second Album,
which depicted the intense atmosphere
at the company offices in the weeks leading up to the One Plus
2’s launch—but using paid media
to drive traffic to these promotional films.27
The question before OnePlus was how much to allocate across
each of these categories. Should
it, like the average firm, devote about 30 percent of its budget
to online media, or did its target
segments mean that a higher percentage should be dedicated to
it? Allocating spend to traditional
media would mean reaching older, more traditional customer
segments whereas spending on
online media likely would reach younger consumers, who spend
a greater amount of time on
digital channels. The budget allocation would need to consider
the effectiveness of the various
media channels, as well as their costs. See Exhibit 11 for
indicative costs of online and offline media
buys.
27 Julian Chokkattu, “OnePlus’ Feel-Good Documentary Goes
Behind the Scenes of the OnePlus 2 Launch,” Digital Trends,
June 3, 2016.
For the exclusive use of z. XU, 2020.
43. This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
1 7
O n e P l u sKEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Conclusion
OnePlus wanted to avoid being a shooting star, burning brightly
one moment and crashing
spectacularly the next. The company had to figure out how to
become a sustainable multibillion-
dollar company while staying true to its early-adopter
customers. Lau believed he knew the recipe
for sustained success: spending more time and energy on
creating a better product should always
be OnePlus’s priority. He also believed firmly that the company
should stay true to its mission of
“Never Settle” and not be afraid to take risks in its effort to
remain a challenger.
Pei believed that although OnePlus was now in a position to
invest in advertising, it would
stay focused on building its community through word of mouth.
He was also very conscious of the
need to protect the OnePlus brand difference. “People liked you
because you were different and
an outsider,” noted Pei. “When you start to employ more of the
same strategies as the big guys,
44. why are you different? That’s something we’re trying to deal
with. In essence, we are trying to boil
down the few core reasons why people are attracted to our brand
and then amplify those reasons.
. . . I heard that LG is spending [around] $200 million a year
just in the U.S. on buying media. We
have nowhere near that; if we used the same strategies as the
big guys, we would drown.”28
The challenge for the company was to retain key aspects of the
culture and strategy that had
powered its early success while adapting other aspects of the
strategy to broaden its appeal beyond
its early customers. Making this transition successfully would
determine whether OnePlus would
be able to cross the chasm.
28 Jonathan Bacon, “How OnePlus Is Taking On the Mobile
Giants,” Marketing Week, March 2, 2016.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
1 8
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 1: Worldwide Sales of Smartphones to End Users
45. * Projected
Source: Statista 2016, IDC 2010-2015.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
1 9
O n e P l u sKEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 2: OnePlus One
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
2 0
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 3: OnePlus 2
46. For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
2 1
O n e P l u sKEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 4: Smartphone Comparison
iPhone 6S Galaxy S6 Xiaomi OnePlus 2 OnePlus One
Weight 143 g 138 g 129 g 175 g 162 g
Storage 16GB, 64GB, 128GB 32GB, 64GB, 128GB 32GB,
64GB, 128GB 16GB, 64GB 16GB, 64GB
RAM Undisclosed 3GB 3GB 4GB 3GB
Screen size 5.5” 5.1” 5.2” 5.5” 5.5”
Resolution 1920 × 1080,
401 PPI
1440 × 2560 1920 × 1080,
428 PPI
1920 × 1080,
401 PPI
47. 1920 × 1080,
401 PPI
Camera 12 MP, LED flash 16 MP, 5 MP front 16 MP, dual LED
13 MP, dual LED
flash
13 MP, 5 MP front
Wi-fi 802.11ac 802.11ac 802.11ac 802.11ac 802.11ac
Processor Apple A9, 64-
bit, clock speed
undisclosed
2.1 GHz 8-core
Exynos 7420
1.8 GHz quad-core
Snapdragon 820
1.8 GHz 8-core
Snapdragon 810
2.5 GHz quad-core
Snapdragon 801
Battery
capacity
1,715 mAh 2,550 mAh 3,000 mAh 3,300 mAh 3,100 mAh
Price $849 $650 $355 $389 $249
Software iOS 9 Android Lollipop Android 6.0
Marshmallow
48. OxygenOS (Android
5.1)
CyanogenMod
(Android 4.4)
Source: Compiled by the authors.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
2 2
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 5: OnePlus X
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
2 3
O n e P l u sKEL981
49. K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 6: OnePlus Advertisement
Source: Ariel Rosenstein, “How the OnePlus’ Marketing
Strategy Made It the Most Desirable Phone in the World,” The
Next Web,
March 17, 2015, http://thenextweb.com/market-
intelligence/2015/03/17/how-oneplus-ones-marketing-made-it-
the-most-
desirable-phone-in-the-world.
Source: Deepali Sharma, “OnePlus 2 Gets Price Cut in India,”
Intellect Digest, March 15, 2016, http://www.intellectdigest.in/
oneplus-2-now-available-invite-free-in-india-20955.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
2 4
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 7: OnePlus Customer Behavior
40%
31%
50. 9% 7% 5% 3% 2% 1% 1% 0%
“How did you find out about
OnePlus?”
Other:
Tweakers.net
Reddit
Xda-developers
9gag
TWIT Podcast
50%
33%
6%
3%
3%
2%
2%
2%
I was impressed by the features
It has an attractive price
51. I liked the design
A friend shared an invite
I got an invite from OnePlus
Other
It was a gift for a friend
It was an impulse purchase
“What was the main reason you
purchased a OnePlus One?”
Source: OnePlus.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
2 5
O n e P l u sKEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 8: Smartphone Customer Personas
Tech Enthusiast Design Enthusiast
Business
Professional Social Teenager Baby Boomer
52. Market size 15% 15% 30% 20% 20%
Demographics 25–39, mostly
male
25–39, mostly
female
28–50 13–17 50+, seniors
Motivations Influence others,
evangelize
Design, status,
aesthetics
Productivity,
e-mail, client
satisfaction
Entertainment,
social connections
Basic needs,
safety, connect
with family
Lifestyle Moderate income,
college education,
technical jobs,
tech producers
High income,
highly educated,
managerial jobs,
53. tech consumers
High income,
college education,
managerial and
executive jobs
Students, no
income, voracious
tech consumers
Retired or nearly
retired, high
school or college
education, news
consumers
Attitude toward
technology
Deeply technical,
35% follow tech
news
Not geeky but 22%
read tech news
Like to use it for
productivity
Fluent users of
technology, digital
natives
Aversion to
technology, digital
54. immigrants
Willingness to pay High Moderate to high Moderate Low
(parents
would pay)
Moderate to low
Media
consumption
habits
Facebook,
YouTube, Twitter,
Tumblr
Facebook,
Pinterest, Twitter,
LinkedIn
LinkedIn, Google+,
Facebook, Twitter
Snapchat,
Instagram,
Facebook, Twitter,
Vine
Facebook,
YouTube, Google+,
LinkedIn
Phone usage 95% own
smartphones,
favor Android
devices
55. Apple devices Android devices 70% own
smartphones,
prefer Apple and
Samsung
64% own
smartphones,
older boomers
prefer feature
phones
App usage (top 5) Meerkat,
Periscope, Uber,
Evernote, Buzzfeed
Facebook, Pandora
Radio, YouTube,
Instagram, Netflix
Evernote, Any.do,
Pulse, Dropbox,
TripIt
Instagram,
Snapchat,
Facebook, Kik,
Periscope
Facebook, Pandora
Radio, Yahoo Mail,
YouTube, Skype
Source: Compiled by the authors.
For the exclusive use of z. XU, 2020.
56. This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
2 6
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 9: Persona Profile: Amy, the Design Enthusiast
AGE: 32
OCCUPATION: Publishing Manager
STATUS: Single
LOCATION: Chicago, Illinois
ARCHETYPE: Runner and yoga lover
MOTIVATIONS:
Status
Style
Aesthetics
Visual appeal
Social
57. LIFESTYLE:
Drives a sporty BMW
Exercises regularly
Enjoys nights out with friends
Likes to try new cuisines
TECHNOLOGY GOALS:
Wants an intuitive, easy-to-use phone
Prefers a sleek device that has lots of visual appeal
Listens to the latest music hits
Stays connected with friends and family via text, e-mail, video
(FaceTime), and apps (Facebook)
Although she does not want to bring work home too often, she
wants to stay connected with colleagues and be productive on
the go
PERSONALITY: BRANDS:
EXTROVERT INTROVERT
THINKING FEELING
VISUAL NON-VISUAL
58. GEEK ENTHUSIAST
S O C I A L N E T W O R K S
BIO:
Amy works in the creative field and appreciates good design.
As such, she has been an iPhone devotee and considers it her
most precious possession. She uses her iPhone as her GPS
device, to listen to music, to take photographs and videos,
and to keep track of workouts. She also uses it to shop at
her favorite online stores and to connect with her family on
FaceTime as well as for apps that keep her up-to-date on her
social and professional networks.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
2 7
O n e P l u sKEL981
59. K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 10: OnePlus Brand Personality
4.12
5.24
6.04
5.88
4.96
5.42
5.78
6.09
4.19
6.54
4.23
4.89
5
5.1
5.11
5.96
60. 6
6.02
6.1
6.11
1 4 7
Cheap brand
Transparent
Receptive to feedback
Customer-centric
Humble
Exciting
Making an impact
Innovation
Young
Quality Products
OnePlus
Smartphone brand
TOP 5
Our customers strongly agree
that OnePlus is making Quality
61. Products, and is Young,
Innovative, Making an Impact,
and Exciting.
BOTTOM 5
The respondents tend to agree
the least that OnePlus is Cheap,
Transparent, Receptive to
Feedback, Customer-Centric, and
Humble.
Source: OnePlus.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.
2 8
O n e P l u s KEL981
K e l l O g g s c h O O l O f M a n a g e M e n t
Exhibit 11: Indicative Costs of Online and Offline Media Buys,
2015
TRADITIONAL (OFFLINE) MEDIA
30-second TV ad in prime time broadcast TV $112,000
Average cost of a commercial in AMC’s Walking Dead
$400,000
62. Average CPM for a 30-second commercial on broadcast prime
time $24.76
One-page full-color front page ad in the New York Times
$50,000
Average CPM of a newspaper $32
Cost of four weeks on Times Square’s biggest billboard (an 8-
story sign on
Broadway)
$2.5 million
30-second Super Bowl ad (2015) $5 million
ONLINE MEDIA
“Brand Story” ad on Snapchat $750,000
Average CPM of Facebook ad $0.25
Average CPM of LinkedIn ad $0.75
Average CPM of Google AdWords $2.75
YouTube pay-per-view $0.30–$0.10
CPM for standard in-stream video ad on Hulu $35
CPM of sponsored video on Instagram $30
CPM of sponsored photo on Instagram. Minimum ad spend is
$200,000 $20
63. Advertising on tech blogs such as TechCrunch (minimum
spend/month) $5,000
Source: Compiled by the authors.
For the exclusive use of z. XU, 2020.
This document is authorized for use only by zhukun XU in
Marketing 3010 taught by Rita Schwisow, University of Utah
from Jan 2020 to Jun 2020.